Human resource management is a delicate balance between the interests of the organization and the interests of the workers of the organization. Unless the balance is attained, the results will not be optimal and numerous issues within the organization arise. For international organizations such as the corporations, this becomes even human resource management becomes even more important as the organizations have to deal with different groups of people with differing cultures from standard and accepted practices. In the case study, the effects of failing to appreciate become painfully apparent.
In the case study the German managers, especially Walter Koch applied their human resource management systems to the South African situation. Koch was under the mistaken impression that since his methods had been successful elsewhere it would also be successful in South Africa. His approach to ‘keeping the rhythm” by using a performance driven and task oriented was viewed by the South African workers as arrogant, uncaring and not willing to listen to the employees. The employees' stand was partially justified considering the German management team did not consult them in before making any of their assumptions. Dr. Kriek, on the other hand, approached both groups and questioned their feeling and motivations to establish where the challenges arose. Her approach was effective with both the German managers and African employees explaining their views about each other to her. Having acquired a comprehensive list of the opinions of both parties, she could now propose a practical solution.
With the case study guiding our stance, international organizations should adopt the local strategy for human resource management. The goal of this is to prevent misunderstandings or the clashing of cultural values. What seems as expected might be offensive to the locals. An example would be the German’s formality, and lack of a personal knowledge of the employees seemed arrogant and rude the Africans. Alternatively, the organization could develop a global human resource strategy that comprises of training to its management team to implement the local strategies in tandem with the organization’s global human resource strategy.
References
Evans, AL, P., & Doz, Y. (1999). Dualities: a paradigm for human resource and organizational development in complex multinationals. Human Resource Management: Critical Perspectives on Business and Management, 83.
Fottler, N. (2012). Human Resource Management Capstone Strayer University. Boston: Cengag Learning.
Tiwari, N. (2013). Managing Human Resources in International Organizations. Global Journal of Management and Business Studies, 355-360.
