GLOBAL HR; EMPLOYEE & LABOR RELATIONSHIPS
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Week 1 of the Module’s First Post
Please answer the following questions:
When a multinational company has sites outside of the United States, a standardized benefits scheme for all employees around the world may be unrealistic and fail to meet HR goals. Discuss how culture and local norms affect the motivational parts of a complete rewards system that a company is attempting to attain.
Support your comment with information from at least two trustworthy sources (library and/or web-based) and include the whole citation at the end of your article. References should be formatted in APA style. If applicable, bring in your own personal experiences.
Background (module 4)
GLOBAL HR; TOTAL REWARDS; EMPLOYEE & LABOR RELATIONSHIPS
Today, the employee remuneration sector, which includes wages/salaries and employee perks, is referred to as total rewards. We can all relate to the problem of employee compensation. In today’s competitive global market, employee perceptions of pay equity and competitive compensation packages are critical to attracting and keeping talent.
When experienced HRM professionals think about employee compensation, they probably think of wage and salary administration, which entails the job appraisal process and the creation of a pay structure based on traditional job-based methods, competency-based methods, or other desirable pay approaches.
What is the definition of job evaluation?
We can develop a job description, establish job specifications, and perform a job evaluation after we’ve researched what makes a job (in the job analysis step).
We use the information from job analysis in the job evaluation step to determine the worth of each position in relation to the other jobs in the organization. We frequently rank all of the jobs in the company and set them in a hierarchy to demonstrate their relative importance.
This list is intended to help us understand which jobs should pay more than others. In practice, however, this is not always the case. External labor market factors, collective bargaining, and individual skill disparities may necessitate some adjustments to what we learnt from the ranking and the compensation structure that results. Job evaluation, on the other hand, continues to provide an objective benchmark against which those modifications might be made.
Job Evaluation Techniques
The following are three common job appraisal methods:
way of ordering (ranking job worth from highest to lowest)
(e.g., U.S. Civil Service classification grades) classification method (classifying grades of positions based on abilities, knowledge, and responsibilities)
way of pointing (breaking down jobs based on identifiable criteria and the degree to which these criteria exist on the job)
After determining the relative value of each work, a dollar figure is assigned to the job’s worth. In the job-pricing process, employers frequently use pay grades and pay ranges.
System of Payments
In today’s corporations, there are job-based pay structures in existence. Alternatives to typical job-based pay arrangements do exist, though. Competency/skill-based compensation, market-based pay, broadbanding, merit-bonus programs, and total incentives are some of the options available. You should explore standard job-based models as well as the alternative structures available in order to prepare for this module.
Relations between employers and employees
Employees join labor unions for a variety of reasons. Unhappiness with management, new leadership responsibilities, and the opportunity for more social engagement are just a few of the causes.
Unhappiness with Management: Frequently, this dissatisfaction is centered on compensation concerns, unfavorable rules and processes, job security risks, and management attitudes.
Some employees want to be heard, thus new leadership roles are being developed. They look for new methods to contribute and be seen when they believe no one is paying attention to them. Individual employees have the chance to work their way up through the various levels of union leadership, which usually starts with the union steward.
More Social Interaction: Some people simply like interacting with their coworkers on a regular basis. Employees and their families are frequently able to participate in union-sponsored recreational and social activities.
Some of these criteria are present at The King Company, as we will see in the case.
Employee Relations are important.
When there is no union present, the term “employee relations” is frequently used to describe internal connections with employees. Employees move around in businesses, and management and/or supervisory actions effect them in a variety of ways on a daily basis. Employees are promoted, demoted, disciplined, transferred, discharged, and retired from service, for example. Employees may also have the opportunity to discuss their thoughts and express their dissatisfaction in a non-threatening environment. To summarize, the majority of employees want and need to be recognized as people.
HR on a global scale
Of course, all of the HR functions we’ve covered in this course exist whether an organization is based in the United States or elsewhere in the world. Transnational organizations are enticed to adjust their focus, accept new attitudes, improve approaches, and create new, wider awareness as a result of going global. There are a plethora of HR issues and opportunities. HR as a strategic partner must be prioritized even more by companies doing global business.
This is CBS This Morning (2015). Work vs. vacation: There’s no such thing as too much time off. https://www.youtube.com/watch?v=RV4hPjmZVyA was retrieved from https://www.youtube.com/watch?v=RV4hPjmZVyA.
SmallBusinessFit (2013). How to create the best employee compensation plan. https://www.youtube.com/watch?v=0Z2pwJ8TSy0 was retrieved from https://www.youtube.com/watch?v=0Z2pwJ8TSy0.
P. J. Gollan and D. Lewin (2013). An overview of employee representation in non-union businesses. 173-193 in Industrial Relations, 52(S1). Retrieved from the Trident Online Library’s Business Source Complete.
N. Green, K. Ryan, and M. Levy (2017).
The proper technique to fire an employee. http://www.humanresources4u.com/cms files/original/How to Terminate an Employee1.pdf was retrieved from http://www.humanresources4u.com/cms files/original/How to Terminate an Employee1.pdf
R. K. Mishra, P. Singh, and S. Sarkar (2012). Global viewpoints on the cross-cultural aspects of compensation management. 63-71 in Journal of Strategic Human Resource Management. ProQuest’s Trident Online Library provided this information.
P. Reilly (2012). The future of HR in a global context. 20(3), 3-5, Human Resource Management International Digest. ProQuest’s Trident Online Library provided this information.
Sources that are optional
S. Miller (2011). Pay for performance pays off, according to a study. https://www.shrm.org/ResourcesAndTools/hr-topics/compensation/Pages/PaysOff.aspx retrieved from https://www.shrm.org/ResourcesAndTools/hr-topics/compensation/Pages/PaysOff.aspx
M. Rose (2014).
Management of rewards.
Part I: The Fundamentals of Reward, London: Kogan Page Ltd. Skillport/Books is available 24 hours a day, 7 days a week from the Trident Online Library.