International Human Resource Management: Decision-Making Process

Overview of The Applicants’ Ranking

Although all four applicants are highly qualified for Global Marketing’s position, I consider Park L. as my preferred candidate for the position. Organizations must have high-performing marketing skills in defining strategic ways to reach a competitive edge for global organizations. International marketing prowess is, therefore, more than a conceptual merchandising sensitivity. More than the capacity to identify the marketing strategy’s unique characteristics, it is also balanced against positions and differentiation policies aimed at a customer base. Cultural diversity and strategic planning are also required to enhance global marketing brilliance (Girchenko & Ovsiannikova, 2016).

Other than Park L. having 15 years of experience with a proven performance record, his referees’ testimonials indicate his career progression. Notably, the potential recruit has not bachelor’s degree but managed to maintain his reputation as an international marketing expert confirms his ability to adjust to any environment swiftly and interact with the host citizens positively.

My second option will be Peter V. Peter V.’s bibliography indicate that he once occupied the position of marketing division in one of the US Fortune 100 firm before the syndicate pulled out from South Africa. Peter’s accomplishments when occupying the job are many, making potential employers from different parts of the world seek his services. Other than having an enticing list of achievements during his tenure in the multinational firm, Peter’s academic qualifications make him an excellent person to occupy the position as our company’s global marketing specialist. Also, Peter’s linguistic abilities display his willingness to learn and his value and respect for diversity. Thus, his ability to converse in different languages will make it easier for him to interact with diverse stakeholders.

Saya K. is my third choice for the employment opportunity available in a multinational firm. Saya K. has vast knowledge about international marketing, having conducted comprehensive research studies during her schooling period about the topic. Moreover, reports indicate that she had the opportunity to train business scholars about global marketing’s complex nature before graduating with her Doctorate in Business Administration (DBA) at Harvard Business School.

This candidate has authored a book before securing employment in a Fortune 500 firm where she worked for about ten years. Currently, she is an educator at Maura University, offering consulting practice throughout Southeast Asia. However, although Saya K.’s academic records are exceptional, she does not list any of her successes during her practice as an international marketer despite the argument that her vast knowledge would be a plus to the multinational syndicate.

Joe P. will be my last option for the position because of his limited experience in the industry. Joe’s academic record qualifies him for the role, with his technological practices’ expertise an added advantage for the firm. Besides not including his achievements during her time in the single-product, high-technology corporation, this contender cannot speak more than two languages questioning his ability to interact with the target customers from various global countries. Also, reports indicate that a highly successful marketer attempts to integrate local awareness and cultural receptivity with a comprehensive category management approach while fully aligning itself with the corporate center objectives at the broadest level (Noe et al., 2017). However, Joe P.’s inability to speak multiple languages may make it difficult for him to apply his knowledge and skills towards achieving their professional and personal goals.

Determining Whether the Decision Was Culturally-Biased

The decisions I made when ranking the candidates included culturally-based biases. Behavior change defines how people act or behave in any situation. Hence the positive thinking of organizational initiatives for employees, if HR exercises could influence the behavior, leads to a positive business result. The external factors influencing HR exercise are cultural values. It is more apparent that customers are better satisfied and encouraged than employees to incorporate characteristics where employee empowerment is common (Salnikova & Grunert, 2020).

When productive technology companies made popular company culture an investment for fostering and shaping around 15 years ago, “cultural fitness” did not take long to be the unique jargon used to hire personality-based decisions. It is suitable for firms that successfully identified and evaluated the crucial aspects of the decision process to consider cultural heritage fit as part of an overall package. But few enterprises have been strictly able to achieve an observable and standardized “cultural fit.” Instead, hiring managers and HR professionals have taken a new term to explain why hiring may be categorized as invalid otherwise.

New challenges are emerging as a result of globalization, and the task of managing multinational corporation (MNCs) is increasing. To address any need for coordination and management of foreign affiliates and adaptation to local ecosystems, International Human Resource Management (IHRM) can be seen as a central role. The concept of the IHRM has thus stretched to management location, international coordination, and worldwide leadership development. Diverse societies from different nations and MNCs are among the most significant challenges to IHRM management. Organizational and national cultures distinguish themselves from countries and enterprises. These distinctions often conflict when businesses conduct in multinationals. In its working environment, cultural dissimilarities can influence people.

Thus, I considered the candidates’ cultural awareness and the ability to handle the diverse population before ranking my candidates. Although Park, Peter, and Saya could speak more than their local languages, I considered Park’s track record for ranking him first, with an assumption that he can relate well with those within his social circle. Although Saya had conducted comprehensive research about the topic and could propel the transnational enterprise, Park’s 15 years of experience and evident track record put him in a better position to significantly steering the company (Ferraro, 2021).

Thus, although people might criticize my selection based on unconscious bias, the explanation above might disregard the claims. Unconscious preference is when we judge people without realizing it, based on sex, race, or other prejudicial factors (Salnikova & Grunert, 2020). Every person is unconscious, regardless of how diversified the society’s backgrounds may be. The universe and its tendency to work among family, friends, the mass media, school, school, and work environments are bombarded with human beings. These affiliations and trends are so firmly ingrained that you are unable to act on them.

Assessment of Probable Cultural Conflicts

During my recruitment process, I did not notice any unique culture that contradicted my beliefs. Human resource management team members have vast knowledge about the expected cultural diversity and conflicts affecting global companies (Al Ariss & Sidani, 2016). For instance, I considered selecting individuals that acknowledged the significance of diversity. However, the society’s pre-existing mindsets about unconscious biased questioned my decision to disregard Saya as the potential leader to use the limited resources to navigate the company towards achieving their goals of dominating the Middle East market (Girchenko & Ovsiannikova, 2016).

As mentioned earlier, the unconscious inclination is when humans judge people based on race, sex, or other adverse factors without realization. No matter how diverse the contexts of the community may be, every individual is ignorant. People are bombarding the universe with a tendency to work in the family and other close relatives. These allegiances and patterns are so firmly rooted that you cannot deal with them.

In organizations, gender discrimination is a complex concept shown in organizations’ structure, process, and practice. In women’s human resources (HRs), particularly among the most detrimental gender inequalities are established. The HR-related strategic planning program includes a social awareness, where other policymakers assess their competence, possibilities, and merit (Ferraro, 2021). Therefore, HR-related decisions are open to subjective preconceptions, like all types of social cognitive ability. Decisions concerning HR are crucial because they establish women’s pay and employment opportunities (Girchenko & Ovsiannikova, 2016).

Personal bias against women in each phase of the recruitment process, roles, training opportunities, pay, performance assessment, endorsement, and termination of the HR-related decision-making process can occur throughout the organizational decision-makers. Thus, although rating Saya poorly would bring mixed reactions from other stakeholders, neither my cultural belief nor any other external factors influenced my choices.

Implications that an Applicant’s Cultural Differences Would Have in Business Dealings

With the argument that all applicants’ cultural differences would have mixed consequences on the business, I assume that Joe’s distinct African culture will conflict with that of the Middle East and the Whites. For instance, African prejudice against feminists could make it difficult for Joe to imagine that Saya could get appointed based on her academic qualifications. Specifically, African women ruled the Kingdoms in the Middle Ages when European and American women were virtually Slaves and were enforcers of trade and military leaders (Al Ariss, & Sidani, 2016). Many African countries were matrilineal, and the sex and social liberties afforded to African women resulted in less possessive relations. However, due to the European invasion of Africa, which led to colonialism and slavery, the status’s significant change was African women’s situation.

Modern feminism is a way of deepening contradictions arising from the assaults in African areas. After a much-anticipated global conference that set ambitious goals for transforming women’s lives worldwide, Black women had reason to suggest change ten years earlier. However, since Africa is not a monolith, not all feminisms reflect African women’s experience (Brewster et al., 2016).

Some feminists are much more precise to certain African women’s rights groups. African feminism, even national feminisms, sometimes is aligned with dialog or conflict with Black and African feminism and with other feminisms and feminisms (Bassey & Bubu, 2019). Thus, it is evident that gender inequality is still dominant in African nations despite the efforts by the gender equality bodies to curb the social issue.

The objective of bargaining may be seen differently by traders from different cultures. The goal of negotiation is primarily a signed contractual relationship for dealers from certain cultures. Other societies prefer to regard a negotiation objective as not the signed agreement but establishing an association between the parties. Even if the documented contact conveys the connection, the relationship itself is the basis of the deal. Because of the differences in culture, temperament, or both, businesspeople seem to approach one of the two basic positions: that collective bargaining is either a win-win practice or a struggle in which one side wins and the other loses, necessarily (win-lose) (Ferraro, 2021). Win-win negotiators consider the process of dealing together as a problem-solving procedure; win-lose mediators see it as aggressive. Thus, the diverse cultural expectations of the potential candidates would play a role in shaping the business.

The Expatriate Adjustments for The Candidate to Be Considered

Relocation might expose the selected worker to emotional experience, and therefore primary transformation supervisors must be sympathetic to employees and their family members. Incredible data and multicultural understanding techniques facilitate the complement activation in a foreign environment, preventing unfortunate surprises. Setting new countries and cultures’ expectations can relieve anxiety, as ‘things are working differently here,’ particularly in a period of emergencies, is discovered. The company will set aside a section of its budget to facilitate the training programs to promote the expatriate’s settlement in the host country (Walz & Fitzgerald, 2020). Similarly, the organized training workshops will enlighten the assignee with the unfamiliar circumstance they expect to experience when delegated to execute their distinct professional responsibilities.

The Decision-Making Process Used

With the assistance of a team of qualified human resource managers and other key stakeholders, I analyzed whether recruiting a new employee will help address the issue identified. The team will explore the four candidates’ qualifications to identify the one that has the specific traits they desire (Charnley et al., 2017). Although each of the applicants qualifies for the position, evaluating them further will enable the company to understand their distinct strengths and weaknesses before considering either of them for employment (Mishra & Lama, 2016). The examinations’ findings informed the contenders’ ranking before making the four most suitable choices. Finally, the team will advise the firm’s managers about the selected individual and the reasons for their selection.

References

Al Ariss, A., & Sidani, Y. (2016). Comparative international human resource management: Future research directions. Human Resource Management Review, 26(4), 352-358. Web.

Bassey, S. A., & Bubu, N. G. (2019). Gender inequality in Africa: A re-examination of cultural values. Cogito, 11(3), 21-36.

Brewster, C., Houldsworth, E., Sparrow, P., & Vernon, G. (2016). International human resource management. Kogan Page Publishers.

Charnley, S., Carothers, C., Satterfield, T., Levine, A., Poe, M. R., Norman, K., Donatuto, J., Breslow, S. J., Mascia, M. B., Levin, P. S., Basurto, X., Hicks, C. C., Carlos García-Quijano, C. G. & Martin, K. S. (2017). Evaluating the best available social science for natural resource management decision-making. Environmental Science & Policy, 73, 80-88.

Ferraro, G. P. (2021). The cultural dimension of international business. Prentice Hall.

Girchenko, T., & Ovsiannikova, Y. (2016). Digital marketing and its role in the modern business processes. European Cooperation, 11(18), 24-33.

Mishra, S. N., & Lama, D. R. (2016). A decision making model for human resource management in organizations using data mining and predictive analytics. International Journal of Computer Science and Information Security, 14(5), 217.

Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. McGraw-Hill Education.

Salnikova, E., & Grunert, K. G. (2020). The role of consumption orientation in consumer food preferences in emerging markets. Journal of Business Research, 112, 147-159. Web.

Walz, L., & Fitzgerald, R. (2020). A stranger in a foreign land: Identity transition in blogs about transnational relocation. Discourse, Context & Media, 36. Web.

Cite this paper

Select style

Reference

BusinessEssay. (2022, December 14). International Human Resource Management: Decision-Making Process. Retrieved from https://business-essay.com/international-human-resource-management-decision-making-process/

Reference

BusinessEssay. (2022, December 14). International Human Resource Management: Decision-Making Process. https://business-essay.com/international-human-resource-management-decision-making-process/

Work Cited

"International Human Resource Management: Decision-Making Process." BusinessEssay, 14 Dec. 2022, business-essay.com/international-human-resource-management-decision-making-process/.

References

BusinessEssay. (2022) 'International Human Resource Management: Decision-Making Process'. 14 December.

References

BusinessEssay. 2022. "International Human Resource Management: Decision-Making Process." December 14, 2022. https://business-essay.com/international-human-resource-management-decision-making-process/.

1. BusinessEssay. "International Human Resource Management: Decision-Making Process." December 14, 2022. https://business-essay.com/international-human-resource-management-decision-making-process/.


Bibliography


BusinessEssay. "International Human Resource Management: Decision-Making Process." December 14, 2022. https://business-essay.com/international-human-resource-management-decision-making-process/.