Comparative International Employment

Paper Summary:

In this article, the writer notes that HRM functions have been in an increasingly rapid evolutionary state since the early 1980s with the rise of the global economic model and globalization in general. Motivational issues cover the spectrum of organizations from the private to the public sector and each sector, in its own fashion, relies on better motivated workforces to achieve success. The writer maintains that HRM's rise within the corporate hierarchy is undisputed in terms of training for core competencies. The writer concludes that employees who are motivated take pride in their duties and will take extra steps to ensure that their tasks and the organization's customers, internal and external, are dealt with fairly and equitably.

Outline:
Developmental Overview
HRM's Shift to Motivation
Training, Development & Strategy
Case Studies in HRM Strategies
HRM & Managerial Development at ANZ
Conclusion

From the Paper:

"These were powerful testaments to the role that HRM could fulfil in an enterprise only served to fuel further advances in training and development functionality with HR departments. The mundane record keeping tasks have been largely shifted over to automated processes because of improvements in technology and now HR professionals find themselves acting as internal consultants and educators to both employees and management. The integration of training and development functions has now become so ingrained within the organizational culture and psyche of most market competitors, regardless of industry, that it is considered indispensable. Developing relevant and germane learning activities for employees is so central to organizations currently that while salary and pay issues still figure highly within the nexus of compensation strategies, the compensation package as a whole must be accompanied by a host of other HRM amenities."

Sample of Sources Used:

• Adamson, D. "Training is Not an Option." ABA Banking Journal, 98/5(2006): 48.
• "Australia & New Zealand Banking Group: SWOT Analysis." Datamonitor, Nov/1(2006).
• Avolio, B. J. & Bass, B. M. (Eds.). Developing Potential across a Full Range of Leadership: Cases on Transactional and Transformational Leadership. Mahwah, NJ: Lawrence Erlbaum Associates; 2002.
• Bond, S. and McCracken, M. "The Importance of Training in Operationalising HR Policy." Journal of European Industrial Training, 29/2(2005): 246.
• Borkowski, S. C. "International Managerial Performance Evaluation: A Five Country Comparison." Journal of International Business Studies, 30/3(1999): 533+.

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