Hrm Issues in the Premium Oil and Gas Case Essay

This try out is ground on the Premium pet intentum and Gas Company (POG) case study. POG, as a global, caller-up is functioning in diversified production line environment. It causes in fact, a necessity to pickle with varied intimate and impertinent environmental proceedss, that occur indoors the go with. Internal business environmental publicises argon in control of the enterprise. External business environmental issues, on the new(prenominal) hand, ar driven by doers, that argon beyond the control of the company (e.g. legal issues). fit to the executives, POG company aspires to become a authentically global enterprise, known for its modern and meritocratic commission, supported by outstanding scholarship organisation. Nevertheless, some major issues sincere deal be found at all levels where company operates.This musical composition is focused on POG strategic issues, connect to human choices circumspection (HRM) and is dissever into three parts. The first s ection of this paper provides a brief overview of the company aims and outlines the hear scheme. The following section indicates and analyses two of import HRM issues, related to POG case, including ecumenical justification of the natural selection do. At the same time, a series of recommendations for POG is provided, before conclusions forget be presented in the third part. Two main(prenominal) issues define by the author refer to dialogue and experience sharing aspects. In general, sensation of the almost significant platforms for company issues to jump ar the finish differences amidst co-workers. Since inter fieldization strategies started being implemented by enterprises on a large scale and the come of multinational companies grew rapidly, to a fault multi pagan issues present become the substantial matter to deal with.For POG case, where westernized culture of the headquarter is confronted with eastern way of thought fulfill in Azeri subsidiary (Hercules Meets Buddha), confabulation issue can be named as iodine of decisive factors affecting organisational side of the company. The main image of organisational talk (Elving, 2005) is to inform intelligibly employees about their responsibilities, as nearly as about company policies and issues. Secondly, communication leads to a better integration and comm social unity creation. autograph and Zayko (1998) also indicate the importance of communication, whereas its want often provides with resentments betwixt employees. The communication levels in POG may be distinguished surrounded by Azeri employees (trainees) and their trainers/colleagues from headquarter, as also among Azeris inside their group, what manifests itself in squadwork tasks.The most appropriate theoretical mannikin to analyse the communication issues in POG seems to be the concept of Hofstedes cardinal pagan symmetrys (Hofstede, 2001) in relation to Azeri national culture. First mark in this sham refers to uncertainty avoidance, explained by Hofstede (2001, p.161) as The utmost to which the appendages of a culture feel imperil by uncertain or unmapped situation. In relation to POG case, on that point is a strong alienation, suspiciousness and reluctance of Azeri trainees to westernized corporate culture. These types of behaviour seem to be typical reaction on culture shock. In result, gritty level of uncertainty avoidance successfully reduces the efficiency in communication between them and their western colleagues.The second, and one of the most important dimensions in setting of communication is power space. Mulder (1977) as cited in Hofstede (2001), explained the meaning of power distance by comparison of power determinacy, which is unequal between less and more powerful members of a picky system. Countries like Azerbaijan, exhibit a soaring degree of power distance, which factor that its citizens ar a hierarchical party. As a consequence, several(prenominal) probl ems can be observed in POG communication skills developments. Firstly, Azeri trainees argon afraid of asking questions, as want of familiarity is seen by them as humiliation. Moreover, in that respect is a strong resistance of go up issues with managers in fear of undermining their authority and prejudicious relationships with them.Also trying to draw conclusions from mis mystifys is very difficult, as taking responsibility is odd for Azeri people. POG trainers catch these behaviours in total opposer to the company brainstorming workings patterns, ordered with open and free to ask POG culture. some other dimension in Hofstedes exemplar is individualism, as opposition to collectivism. at that place argon several main differences between these assumptions (Hofstede, 2011). In individualistic cordial framework, only fast family is expected to take care of its member (I- consciousness society). Individualistic memory access is concerned with westernized cultures. On the other hand, in collectivist social framework, immediate family is prolonged to other relatives and non-relative in-group members (We- consciousness society). Definition, which more accurately forces Azeri society is collectivism, what POG trainers assumed to be a solid base to develop team working skills for them.However, as the practice shows, there is a strong recognition of inequality in spite of appearance the group members, resulting from status-conscious society mock up. In Trompennars and Hampden-Turner seven dimensions model (1997), status-conscious approach is defined as ascription theory, where status is based on position. Communication issues arise, when there is a quest from trainers to identify responsibilities and contribution of particular members in a team. Communication within the team is also affected by the social status of its members. Next dimension from Hofstede is a differentiation of social posture in basis of gender. Feminine and manlike societi es can be defined. Feminine society is associated with modest and caring determine for twain genders. there is a balance between family and work (Hofstede, 2011). Good examples of feminine societies are Scandinavian countries, but also Russia, where the role of women is inherently high and influential in social relations (Camiah and Hollinshead, 2003).On the other hand, masculine societies reflect patriarchal and conventional structure with male person leadership and line of business role (Sikdar and Mitra, 2012). This approach is close to Azeri social behaviours, where women role in society is kind of limited or at to the lowest degree not equal to this of men. In free to POG case, a significant communication issue arises between Azeri trainees and womanish L&D officer. Despite her outstanding qualifications, communication barriers are built because of cultural accretions. Male trainees find it insulting to be advised or educated by female. In result, reading flow is hig hly disrupted. The fifth dimension (Long-Term vs. Short-Term Orientation) is not get uply associate with communication issues in this case, til now, in general it may be an important index for multicultural issues based on behavioural patterns. some other issue related to communication is language.However, this aspect is also highly tie in with knowledge sharing issue and give be explained later on in this paper. Considering the main issues related to the communication in POG, identified in this paper, some changes should be provided in order to cope with these issues. A comparison can be made to Elite Hotel case, where cultural differences had also a strong allude on communication between co-workers. Although some recommendations may be covered in both cases. Firstly, the carrying out for Communication and Team running(a) faculty should be customized. This module, as a chance upon tool of communication, does not suit to cultural differences between Azeri co-workers and company culture oversight scheme.Practical implementation of company rules will not succeed without understanding of these cultural differences by both sides. Taking into invoice POGs aspirations to become a rattling global and meritocratic company, responsibility and tractability in management processes should be embedded. In practice, various cultural fosterings, as well as cultural events to build up coherent relations, should be provided at the arising of the training programs. Such cognitive travel ought to make better communication and become a platform to implement practical aspects of the training programme. Communication and Team Working module modifications shall focus on overcoming of power distance influences, through engaging trainees to an active fight in discussion and problem resolving proposals. Also individual tutorials for Azeri trainees might armed service them to sweep over communication barriers.Inequity in terms of team working need to be suspended by agriculture of organizational culture, in order to kick upstairs intercultural and intra-cultural communication. Underestimation of female as a teacher should be confronted with a huge, direct and continuous support from high male authorities to break the stereotypes and teach trainees how to overcome them without losing treasure in their own environment. Nevertheless, the competences of L&D officer essential be proved by this young female. noesis sharing process is concerned as some other significant issue related to POG case. Whereas explicit knowledge can be formalized, tacit knowledge is strongly attached with communication. Moving further, communication issues present blow on knowledge transportation systems. Processes of creating knowledge and its management in organizational level have been studied by many authors. to the highest degree of them emphasize the importance of capability to transfer knowledge, as a pivotal factor in fields of organizational study processes (Goh, 2002).The process of sharing knowledge may be considered from different contexts. bump offs may take place within the same unit in organization, throughout different departments, or between subsidiaries. experience can be also shared between individuals, communities and groups locally, across the nation or worldwide. Argote and Ingram (2000, p.151) link these partitions with experience and describe knowledge transfer as the process through which one unit (e.g., group, department, or division) is affected by the experience of another. There are several shipway of how knowledge is shared. According to Taylor et al. (1996), there are three main strategies for transferring HRM knowledge. POG outline characterizes high internal but low external consistency, what indicates centralized HRM system and strong control of headquarter over its Azeri subsidiary.There are several important individual factors, affecting knowledge transfer. Integrated capability of these facto rs may both urge on or impede the HR knowledge transfer (Lecture 2, Knowledge convert and Sharing, Figure 2). Accordingly, some issues related to knowledge transfer in POG case are connected and complemented by communication issues, however they demonstrate problems from different view. Firstly, culture differences between co-workers have a large impact on knowledge transfer. The example of female L&D officer is the most appropriate one to adopt, when knowledge preoccupation is limited by cultural ties. Another issue is connected with motivation and willingness for cooperation, necessary to achieve mutual benefits. Lack of co-operative behaviours can be observed in terms of sharing opinions or involving into discussion during the meetings with management board.Finally, language skills can determine processes of acquiring knowledge, when Azeri workers need to learn face as an operative language in the company. However, English is not the first language for Dutch workers either, who stand for the majority of the company staff. In terms of recommendations, knowledge sharing issues must be solved by POG executives rather fast, bearing in mind the company staffing plans for the next five years. Generally speaking, POG strategy of HRM should become more integrated (rather than exportive) with high internal and moderate external consistency, in order to optimize solutions for subsidiaries like Azerbaijan. There is also a significant role of trainers and expatiate managers for knowledge transfer capabilities.Country-specific, intercultural training should be conducted for them, as part of their formulation for the job. The Robert Bosh GmbH case is a good example for POG, how to achieve intercultural proximity to improve knowledge transfer. HRM issues in POG company simply highlight, that it is not sufficient for organizations to get follow to business environment without respecting individuals from different cultures (Trompennars and Hampden-Turner, 1997). Hofstedes framework clearly indicates these differences, which affect HRM, not only in communication, but also in knowledge transfer.The deeper the differences, the more heterogeneous management issues arise. Communication and Team Working module should be customized in respect to Azeri culture, rather than be left integrate for all subsidiaries. Also implementation of integrative HRM strategy, jointly with higher intercultural sensitiveness of trainers and expatriates could facilitate knowledge absorption capacities of Azeris. Nevertheless, core values of the company management ought to remain unchanged. There are no simple decisions without both positive and negative consequences involved. In fact, there is no single box with tools to defecate problems, and various ways may be chosen to follow.List of referencesARGOTE, L., and INGRAM, P., 2000. Knowledge Transfer A Basis For Competitive Advantages in Firms. Organizational Behaviour and Human close Processes online, 82(1), p. 1 50-169. gettable at http//www.columbia.edu/pi17/2893a.pdf Accessed 1 celestial latitude 2012.CAMIAH, N., and HOLLINSHEAD, G., 2003. 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