Need a RESPONSE that either CHALLENGES or SUPPORTS text below AND answers any questions asked.
250 word minimum, APA format (no title page needed though), MULTIPLE sources.
The BUMET Corporation needs to morph knowledge into advantage through absorption of that knowledge in the Asian countries. The importance lies in the capacity to absorb and is dependent on the individual’s motivation, activity, and comprehension. To ensure that knowledge transfer is properly managed, Human Resources needs to focus on recruitment, selection, job outlines, training, and career evolution (Machado, 2015). This puts Hofstede’sthird culture dimension, individualism vs collectivism, as an important aspect to gaining benefit from the seven production facilities (“Dimensions,” n.d.). On Individualism, the United States scored 91 on the Hofstede cultural ranking. However, Japan scored 45, China scored 20, Thailand scored 20, Vietnam scored 20, Indonesia scored 14, Malaysia scored 26, and Korea was unknown. This demonstrates that Asian countries are strongly collectivists where in-groups get favorable treatment over out-groups (“Country,” n.d.). So the question is, how do you create a work environment that is one big in-group?
Kaur & Noman (2015) noted that collectivist cultures receive knowledge transfer in a clear, structured, and exact format. On the other hand, individualist cultures like the United States expect students to be engaged in participation as an expectation. Collectivist learners want to work together to achieve a higher goal rather than focus on individual activity (Kaur & Noman, 2015). This is the key to training employees at BUMET in the Asian countries. The focus of Human Resources should be on:
· Recruitment: Focus on finding a large in-group who has both friends and family who have interest in working for BUMET.
· Selection: Train Human Resources on “in-groups” to enhance their skillset on building the larger in-group.
· Job Outline: All jobs need to have collaboration built in along with cross training.
· Training: Always group training that collectively rewards achieving the end goal.
· Career Development: Regular scheduled conversation on feelings about the job and provide options for possible career routes to take.
Where it would be ideal to shift the management style prior to Asian expansion, the reality is that there are already 100,000 Asian employees where the previous management style is unknown. It may be best to survey the population to understand what the employees think is being done well and what is missing. It is expected that in-groups already exist and that the friend and relative relationships may have already had a factor in who has made it into what position. For example, in Korea it is normal to see hometown/school friends being brought up into management, creating a management in-group. Another interesting recruiting practice is that executives themselves tend to go and recruit from their alumni, utilizing their previous professors for leads to quality students (Chung & Jin, 2011).
What dimensions do you think are the most important in terms of the management of Human Resources? Do you value other dimensions greater than the individualist vs collectivist dimension I hit on?
|Due By (Pacific Time)
||04/16/2016 11:59 pm