Today i wanna discuss about the HR work style on Garment Export Industry and at MNCs level as I found that there are many people who wanna know the difference between this two industrial level and hope to get the view of other Cite Peoples.
So let me start with the brief of Human Recourse Management.
HR has a void scope and Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise.
There are seven management functions of a human resources (HR) department that will be specifically addressed: staffing, performance appraisals, compensation and benefits, training and development, employee and labor relations, safety and health, and human resource research
Human Resource in textile sector
The advent of HR practices in textile sector was rather slow in comparison to other industrial sectors. But due to globalization there is increase in competition as a result development of human resource has become essential. However organized HR practices are being adopted mostly by the mill sector. In last decade we have seen not so good performance by textile sector, this was because of lack of HRD department in many mills. But the scenario has changed as HRD departments have taken up their role in textile sectors. Various training programmes pertaining to training of workforce, textile related topics have helped in enhancing the overall performance of the textile companies.
In order to get increased productivity from workforce it is essential to have a well framed HRD system in the organization. If the principles of HRD are adopted it could result in decrease in non-attendance by 20% and increase in productivity by 30%. So to cope up with the market competition HRD is very essential element for the textile industry.
HRD department is responsible for developing the feeling of motivation in the employees, this motivation in other words is the commitment of the employees towards the job and the organization. When the work of HRD is done effectively it would result into co-operation among team members, demolition of centralized system of decision making, creates homely environment, feeling of ownership and positive working atmosphere. Fibre2fashion.com-Best B2B Marketplace of Textile, Apparel & Fashion Industry. It provides free online Industry News, Industry articles, Textile Fashion Jobs, Trade directory, Trade Leads, Market Watch Report, World Trade fairs Directory, Stocklots Business Offers etc.
Human Resource Management in MNCs
HRM is a strategic function concerned with recruitment, training and development, performance appraisal, communication and labor relations. HR policies guide the various functions of HRM. The need for a particular type of HRM is determined by the need for standardization or adaptation.
Managing human resources in an international context is more complex than in a domestic set up because of the many differences between headquarters and the subsidiaries. The HR policies of certain companies seem to discriminate on the basis of religion, race, caste, sex or nationality. Companies like Ford and Volvo, however, strive to maintain equality in work and pay.
Staffing is an important aspect of HRM. The staffing policies of MNCs are determined by their approach to globalization. MNCs with an ethnocentric approach fill all top management positions with home country nationals to ensure that home country practices are replicated in subsidiaries. Companies that adopt a polycentric approach to globalization, fill all senior management positions with local nationals to ensure maximum adaptation to local conditions
Companies that adopt a geocentric approach to globalization, identify managers irrespective of their nationality for various international assignments to ensure that best practices are identified and replicated in all the units of the organization. Managers belonging to a particular country and working in another country are called expatriates.
The selection, training, period of stay abroad, compensation and repatriation of expatriates are delicate issues that have to be managed by the HR department. On their repatriation, they must be provided suitable challenging assignments that give them the autonomy they have become accustomed to. Since maintaining expatriate managers is expensive, a company must develop local talent.
Companies can identify and develop local talent through in-house Management Development Programs (MDP). These programs will help improve the coordination between employees with diverse cultural, religious and educational backgrounds. Performance appraisal is another activity where there can be differences of opinion between headquarters and subsidiaries.
Subsidiary managers must be involved in setting of unambiguous targets and the establishment of criteria for measuring performance. Performance Management attempts to link performance appraisal to employee training and development, and possibly to compensation. There are three theories concerning the autonomy of subsidiaries in decision-making.
They are: limited autonomy, variable autonomy and negotiated autonomy. According to the theory of limited autonomy, the degree of autonomy will depend on the MNC's approach to globalization. The theory of variable autonomy states that the degree of autonomy varies with the degree of internationalization of the company.
Companies that adopt an export strategy can afford to have centralized decision-making, whereas strategic business units (SBUs) will require decentralized decision-making. According to the theory of negotiated autonomy, the degree of autonomy of a subsidiary will depend on its ability to negotiate with headquarters.
HRM plays an important role in maintaining harmonious industrial relations. Companies are often intimidated by the strength of the union and the political support it enjoys. Certain companies like Volvo ensure cordial relations with the labor union by actively participating in their development. But certain other companies, like Bata have had frequent labor relations problems in India.
Please do let me know what do you discover about it and your view on it or let me have your queries/questions on it
From India, Gurgaon
663So let me start with the brief of Human Recourse Management.
HR has a void scope and Human resource management is responsible for how people are treated in organizations. It is responsible for bringing people into the organization, helping them perform their work, compensating them for their labors, and solving problems that arise.
There are seven management functions of a human resources (HR) department that will be specifically addressed: staffing, performance appraisals, compensation and benefits, training and development, employee and labor relations, safety and health, and human resource research
Human Resource in textile sector
The advent of HR practices in textile sector was rather slow in comparison to other industrial sectors. But due to globalization there is increase in competition as a result development of human resource has become essential. However organized HR practices are being adopted mostly by the mill sector. In last decade we have seen not so good performance by textile sector, this was because of lack of HRD department in many mills. But the scenario has changed as HRD departments have taken up their role in textile sectors. Various training programmes pertaining to training of workforce, textile related topics have helped in enhancing the overall performance of the textile companies.
In order to get increased productivity from workforce it is essential to have a well framed HRD system in the organization. If the principles of HRD are adopted it could result in decrease in non-attendance by 20% and increase in productivity by 30%. So to cope up with the market competition HRD is very essential element for the textile industry.
HRD department is responsible for developing the feeling of motivation in the employees, this motivation in other words is the commitment of the employees towards the job and the organization. When the work of HRD is done effectively it would result into co-operation among team members, demolition of centralized system of decision making, creates homely environment, feeling of ownership and positive working atmosphere. Fibre2fashion.com-Best B2B Marketplace of Textile, Apparel & Fashion Industry. It provides free online Industry News, Industry articles, Textile Fashion Jobs, Trade directory, Trade Leads, Market Watch Report, World Trade fairs Directory, Stocklots Business Offers etc.
Human Resource Management in MNCs
HRM is a strategic function concerned with recruitment, training and development, performance appraisal, communication and labor relations. HR policies guide the various functions of HRM. The need for a particular type of HRM is determined by the need for standardization or adaptation.
Managing human resources in an international context is more complex than in a domestic set up because of the many differences between headquarters and the subsidiaries. The HR policies of certain companies seem to discriminate on the basis of religion, race, caste, sex or nationality. Companies like Ford and Volvo, however, strive to maintain equality in work and pay.
Staffing is an important aspect of HRM. The staffing policies of MNCs are determined by their approach to globalization. MNCs with an ethnocentric approach fill all top management positions with home country nationals to ensure that home country practices are replicated in subsidiaries. Companies that adopt a polycentric approach to globalization, fill all senior management positions with local nationals to ensure maximum adaptation to local conditions
Companies that adopt a geocentric approach to globalization, identify managers irrespective of their nationality for various international assignments to ensure that best practices are identified and replicated in all the units of the organization. Managers belonging to a particular country and working in another country are called expatriates.
The selection, training, period of stay abroad, compensation and repatriation of expatriates are delicate issues that have to be managed by the HR department. On their repatriation, they must be provided suitable challenging assignments that give them the autonomy they have become accustomed to. Since maintaining expatriate managers is expensive, a company must develop local talent.
Companies can identify and develop local talent through in-house Management Development Programs (MDP). These programs will help improve the coordination between employees with diverse cultural, religious and educational backgrounds. Performance appraisal is another activity where there can be differences of opinion between headquarters and subsidiaries.
Subsidiary managers must be involved in setting of unambiguous targets and the establishment of criteria for measuring performance. Performance Management attempts to link performance appraisal to employee training and development, and possibly to compensation. There are three theories concerning the autonomy of subsidiaries in decision-making.
They are: limited autonomy, variable autonomy and negotiated autonomy. According to the theory of limited autonomy, the degree of autonomy will depend on the MNC's approach to globalization. The theory of variable autonomy states that the degree of autonomy varies with the degree of internationalization of the company.
Companies that adopt an export strategy can afford to have centralized decision-making, whereas strategic business units (SBUs) will require decentralized decision-making. According to the theory of negotiated autonomy, the degree of autonomy of a subsidiary will depend on its ability to negotiate with headquarters.
HRM plays an important role in maintaining harmonious industrial relations. Companies are often intimidated by the strength of the union and the political support it enjoys. Certain companies like Volvo ensure cordial relations with the labor union by actively participating in their development. But certain other companies, like Bata have had frequent labor relations problems in India.
Please do let me know what do you discover about it and your view on it or let me have your queries/questions on it
From India, Gurgaon
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Best HR Practices - Great Place to Work.doc