Case study: Issues in alignment of organizational strategies and HR strategies
Case study:
Issues in alignment of organizational strategies and HR strategies
Table of Contents Page#
Introduction 3
Questions and answers 3
A Shaky bridge (An uncertain plan) 4
Conclusions 5
References 6
Introduction: The advent of globalization has diversified the work force and increased its cultural differences in many companies across the globe. Publication of information on these trends has led to calls for effective management of diversity in organizations, and observers have advised that unless corporation start managing diversity, they will find themselves at a competitive disadvantage (Copeland 1988; Nelton 1988; Schmidt, 1988). Moreover, invoking what might be termed the “Value-in-diversity hypothesis,” some writers have stated that, when properly used, cultural diversity in the work forces bring value to the organization and ultimately improves their performance. They have emphasised that managing diversity is an economic issue as well as legal & social concern. (Copeland, 1988; Cox & Blake, 1991; Esty, 1988; Sodano & Bailer, 1983)
The case is about Sai pharmacy Limited, a Malaysian company started by Mr. Raghunath an Indo-Malaysian in 1991. The Sai Pharmacy limited worked on the alliance and merchandise with Stop and shop which is an existing department store in various cities in Malaysia in the earlier days. Mr. Raghunath strategically recruited HR from Australia, New Zealand, India, Philippines and Malaysia based on cost of employees and skills available. Employees from Australia and New Zealand are at strategic positions, Indians in second level of hierarchy, Philippinos are appointed as pharmacist and branch managers, and finally Malaysians in equal positions of Philippinos. The company provides salaries incentives etc. based on hierarchy and national expatriate basis. Despite of modern HR techniques applied
Issues in alignment of organizational strategies and HR strategies
Table of Contents Page#
Introduction 3
Questions and answers 3
A Shaky bridge (An uncertain plan) 4
Conclusions 5
References 6
Introduction: The advent of globalization has diversified the work force and increased its cultural differences in many companies across the globe. Publication of information on these trends has led to calls for effective management of diversity in organizations, and observers have advised that unless corporation start managing diversity, they will find themselves at a competitive disadvantage (Copeland 1988; Nelton 1988; Schmidt, 1988). Moreover, invoking what might be termed the “Value-in-diversity hypothesis,” some writers have stated that, when properly used, cultural diversity in the work forces bring value to the organization and ultimately improves their performance. They have emphasised that managing diversity is an economic issue as well as legal & social concern. (Copeland, 1988; Cox & Blake, 1991; Esty, 1988; Sodano & Bailer, 1983)
The case is about Sai pharmacy Limited, a Malaysian company started by Mr. Raghunath an Indo-Malaysian in 1991. The Sai Pharmacy limited worked on the alliance and merchandise with Stop and shop which is an existing department store in various cities in Malaysia in the earlier days. Mr. Raghunath strategically recruited HR from Australia, New Zealand, India, Philippines and Malaysia based on cost of employees and skills available. Employees from Australia and New Zealand are at strategic positions, Indians in second level of hierarchy, Philippinos are appointed as pharmacist and branch managers, and finally Malaysians in equal positions of Philippinos. The company provides salaries incentives etc. based on hierarchy and national expatriate basis. Despite of modern HR techniques applied
References: Copeland, L. 1988. Valuing diversity: Making the most of cultural differences at the workplace. Personnel, 65(6): 52-60 Cox, T., & Blake, S Esty, K. 1988. Diversity is good for business. Executive Excellence, 5(1): 5-6 Sodano, A Nelton, S. 1988. Meet your new workforce. Nation 's Business, 76(7): 14-21. Schmidt, P. 1988. Women and minorities: Is industry ready? New York Times, October 16: 25-27. Stewart, Thomas A. (2004). Intangible Assets Introduction [Electronic version]. Harvard Business Review, June. Ulrich, Dave, & Smallwood, Norm