Transition to Agile HR and Global Human Resource Management

Background on Transition to Agile HR

In many companies that�s happening gradually, almost organically, as a spillover from IT, where more than 90% of organizations already use agile practices. At the Bank of Montreal (BMO), for example, the shift began as tech employees joined cross-functional productdevelopment teams to make the bank more customer focused. The business side has learned agile principles from IT colleagues, and IT has learned about customer needs from the business. One result is that BMO now thinks about performance management in terms of teams, not just individuals. Elsewhere the move to agile HR has been faster and more deliberate. GE is a prime example. Seen for many years as a paragon of management through control systems, it switched to FastWorks, a lean approach that cuts back on top-down financial controls and empowers teams to manage projects as needs evolve.

The changes in HR have been a long time coming. After World War II, when manufacturing dominated the industrial landscape, planning was at the heart of human resources: Companies recruited lifers, gave them rotational assignments to support their development, groomed them years in advance to take on bigger and bigger roles, and tied their raises directly to each incremental move up the ladder. The bureaucracy was the point: Organizations wanted their talent practices to be rules-based and internally consistent so that they could reliably meet five-year (and sometimes 15-year) plans.

By the 1990s, as business became less predictable and companies needed to acquire new skills fast, that traditional approach began to bend�but it didn�t quite break. Lateral hiring from the outside toget more flexibility replaced a good deal of the internal development and promotions.

�Broadband� compensation gave managers greater latitude to reward people for growth and achievement within roles. For the most part, though, the old model persisted. Like other functions, HR was still built around the long term. Workforce and succession planning carried on, even though changes in the economy and in the business often rendered those plans irrelevant. Annualappraisals continued, despite almost universal dissatisfaction with them.

A critical review of selected journal article regarding a specified strategic HRM Critically demonstrate knowledge and critical understanding of your chosen article Present a critical review of a range of theories in the article Critically analyse the context of the study Critically demonstrate a strategic understanding of international HRM or comparative human resource management with regards to contextual factors, ethics and professionalism.

Writing the rest of the review To write the main review you should go back to your section by section summaries.

Use these as a basis for developing your essay:

What kind of literature did the author review? What does that tell you about their main interest, focus, research paradigm? What have they left out? What choices did they make about their methodology?

What comments can you make about their choices? Don�t just say they are good � say WHY you have made that judgement (and remember what you learned about research methods to help you do that!). What about the sampling selection? Is it representative of the population?

Do you think that the questions used in the methodology are valid?

Did they test the questions of validity and reliability? How clearly have they set out their findings and their evidence? What audience are they writing for?

How well can you judge the validity of their findings?

Do they identify some key relevant points in their discussion?

Do these follow from their findings?

And finally, how does that research add to our understanding of the topic?

Who is the research aimed at? How useful is it?

How applicable might it be to different situations?

What are the limitations of the research? And finally, can you write a conclusion of your review that follows the same pattern as the summary above: In this paper, I have reviewed the author(s) article the subject and by examining the key areas you chose to write about conclude that.

International Human Resource Management (IHRM) and Comparative Human Resource Management (CHR) are two closely related fields that deal with the management of human resources across national borders. Both fields are concerned with the challenges that arise from managing a culturally diverse workforce and the impact of contextual factors, ethics, and professionalism on HRM practices.

Contextual Factors in IHRM and CHR:

Contextual factors such as national culture, economic systems, political systems, legal systems, and labor markets significantly influence HRM practices in different countries. For instance, in countries with a strong culture of individualism, HRM practices are more focused on individual performance, while in countries with a strong culture of collectivism, HRM practices are more focused on team performance. Similarly, in countries with a highly regulated labor market, HRM practices are more compliance-focused, while in countries with a liberal labor market, HRM practices are more market-oriented.