Project Context Human Resource Management

Question: Discuss about theProject Contextfor Human Resource Management. Answer: Introduction I would like to be a HR manager in my future professional life. In the current course, I have learnt about the management of the international business. I have come to know that the management of the human resource in the international business is one of the most important and challenging jobs for the HR managers. In order to manage the human resource of the business organizations, the critical thinking power of the managers is very important. In my professional life, I want apply the critical thinking power for the management of the employees in the area of the international business management. Different aspects of the international business management have been studied by me in this academic course. These will help me to efficiently handle the responsibilities of an HR manager in the practical field. In order to be a professional HR manager in the future life, I need to know all the aspects of the employee management and the way of motivating them in the workplace. HR managers have strategic and functional responsibilities for all of the HR disciplines. An HR manager has the expertise of an HR generalist associated with the general business and management skills required for the concerned business organization (Morgeson et al. 2013). In order to manage the employees properly, the HR manager need to develop and use an efficient employee relations strategy. An efficient employee relations strategy contains specific steps for ensuring the overall well-being of employees (Alfes et al. 2013). It also ensures that employees have a safe working environment, free from discrimination and harassment. In this context, the management of the employees associated with the international business need be understood well for being an efficient HR manager. The HR managers create vital answers for meet workforce requests and work drive patterns. A business chief really directs the enrolment and determination forms; in any case, a HR director is fundamentally in charge of choices identified with corporate marking as it identifies with enlisting and holding capable workers. For instance, a human asset chief in a social insurance firm may utilize his or her insight about nursing deficiencies to build up a methodology for representative maintenance, or for keeping up the current staffing levels (Hau et al. 2013). The system may incorporate building up a motivating force program for medical attendants or furnishing medical caretakers with broadly educating so they can get to be distinctly affirmed in various claims to fame to end up distinctly more profitable to the association. While considering the international business HR manager, the motivation of the employees is very important for them (Jackson et al. 2014). An efficient HR manager should understand the requirements of the employees while thinking about the business needs of the corresponding business organization. The basic needs of the employees need to be considered with highest priority by the HR manager. In case of international workforce, the HR managers need to think about some additional benefits of the employees for motivating them in their work. The HR managers also need to focus in the area of the different culture of the subsidiaries of the organization as it plays a vital role in the employee motivation. References: Alfes, K., Shantz, A.D., Truss, C. and Soane, E.C., 2013. The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model.The international journal of human resource management,24(2), pp.330-351. Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight.Human resource management review,22(1), pp.43-56. Hau, Y.S., Kim, B., Lee, H. and Kim, Y.G., 2013. The effects of individual motivations and social capital on employees tacit and explicit knowledge sharing intentions.International Journal of Information Management,33(2), pp.356-366. Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management.The Academy of Management Annals,8(1), pp.1-56. Morgeson, F.P., Aguinis, H., Waldman, D.A. and Siegel, D.S., 2013. Extending corporate social responsibility research to the human resource management and organizational behavior domains: A look to the future.Personnel Psychology,66(4), pp.805-824.