EVALUATING THE THEME OF CULTURAL MANAGEMENT, RECRUITMENT AND MOTIVATION IN PEOPLE MANAGEMENT
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Introduction
The ongoing changes in the business world have made
it necessary for organizations to attract and retain the right talent from a
diverse workforce. Today, cross-cultural management, motivation, and
recruitment are key elements for successful organizational and people
management. The increased globalization has led to the emergence of cultural
diversity, which requires the managerial practices of balancing the differences
in culture, values, and practices (Beutell, 2018). The modern business
environment requires managers and leaders from different organizations to
possess the skills needed to acquire, recruit, motivate and maintain employees
in the rise of globalization and economic interdependence (Fischer et al.,
2013). Leaders have been forced to take the challenge of fully utilizing the
potential capabilities provided by the current multicultural workforce to
achieve optimum organizational performance and effectiveness.
With the help of recruitment, an organization can attract the right people. Once recruited, the HRM is also responsible for ensuring that the employees are motivated by identifying and satisfying their needs (Herzberg et al., 2017).Moreover, the diverse modern workforce has also made it necessary for the management to ensure that there is effective Cross Cultural Management to accommodate the diversity. As a result, the essay will focus on analyzing the theme of employee recruitment, motivation, and cross-cultural management covered during the sessions. Using the insights from the study of organizations and people management, it will also critically evaluate the three themes using the relevant examples from the CIPD case studies. The essay will also evaluate the appropriateness of theory and practice associated with the chosen themes in different organizational cultures. Using the relevant examples from the CIPD case studies, the evaluation of the analysis will include applying theory to organizational practices and identifying relevant issues related to the themes. The essay will finalize by providing recommendations for improving the issues in future practice using relevant theory.
Theme 1: Cross-Cultural
Management
In recent decades, businesses and
corporations have been exposed to the globalization of diverse cultures and
philosophies, forcing them to adopt new operational strategies. Cross-cultural
management refers to managing businesses and human resources to balance
cultural, values, and practices differences (Thomas, 2014). With globalization
and economic interdependence, it has become more important for leaders to
possess the knowledge and skill related to cross-cultural management (Frese,
2015). Similarly, understanding the cultural norms and behaviours of new
environments determines the success and failure of a business.
Management practices are empirically related to
organizational performance. As such, management must consider differences in
managing people when designing management practices and strategies and always
strive to emphasize practices that largely influence performance (Jackson,
2015). However, the lack of effective cross-cultural management in an
organization results lack of progress due to the wastage of time and resources.
The lack of effective cross-cultural management also impacts effective
communication, which results in frustration and conflict among the employees.
Thus, it was clear that combining a local specificity and global orientation
requires organizational competence to manage the modern workforces that consist
of cross-cultural team members (Turgumbayeva & Aimaganbetova, 2017).
The ongoing changes in the modern workforce have
made it vital for leaders and managers to understand the concept of cultural
diversity in the working environment. The aspect describes the influence of the
diverse culture on managers and management practices and the cultural
orientations among HR managers and employees (Fischer et al., 2013). Cross-cultural
management also involves managing and motivating the diverse workforce in ways
that consider the differences in cultural values and practices among the
employees. The managerial type also involves the management of the consumers'
preferences in a global or international business context, as demonstrated by
Hofstede's Dimension Theory (DeBode et al., 2020). Thus, the analysis has shown
that the key aim of cross-cultural management is to facilitate interactions
among diverse workforce members and promote effective communication.
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Effective management frameworks in modern business must
also incorporate key competencies, which include cross-cultural networking,
participation, collaboration, and effective communication (Frese, 2015). Thus,
organizations from around the globe have been forced to create a collaborative
learning environment for their culturally diverse workforce. It is important
because it ensures that a talented workforce is recruited, motivated, and
managed to improve individual and organizational performance (Merkin, 2017). As
a result, different global organizations utilize varied cultures, values,
norms, and beliefs, just like the nations and societies of the world. The
diversity is reflected within different structures and systems utilized by
different organizations (Dholakiya, 2017).Based on the information presented by
the "Arts Council: Working towards a culture," the managerial concept
plays a significant role in delivering a linear message across all departments
and regions. The insights also showed a connection between the theme of
cultural management, recruitment, and motivation through passions, emotions,
and values (CIPD, 2011).
However, the case study also states that
inconsistencies in processes and a lack of effective communication marked an
internal review of the processes utilized by the management. The example from
the case study can be addressed using the McKinsey 7-S Model, which can be
described as a framework for organizational change based on its design. This
theory portrays how change agents can effectively manage organizational change
by strategizing around the interactions of the key elements, which include
structure, skill, system, strategy, staff, style, and shared values. The theory
provides a useful tool for analyzing different organizations to assess and
monitor changes in the internal environment. The insights provided by the case
study of Art Council showed that the model could be useful in allowing managers
to identify the aspect that needs to be realigned to impact positive
results.
Cross-cultural management is important when
sharing the values across the organization's structure and the new strategy
they have implemented within the example from the case study. However, the
organization reduced in size by losing around 150 employees because the
management restructured a change in the organizational culture activities. New
operational strategies, values, and leadership styles also created negative
results that focused on cutting costs across regions. The results from the
changes in the case of the Art Council affected the staff that lost their job
positions. Thus, managerial practices can also affect the existing workforce by
causing uncertainty among employees and disrupting morale by disrupting the
pre-existing work relationships (Fischer et al., 2013).
Once recruited, human resource management must
utilize a framework to motivate and retain employees in a diverse workforce.
Hofstede's cultural dimensions theory offers an effective framework for
cross-cultural communication in a diverse workforce. The theory identified five
dimensions that represent differences among national cultures. The dimensions
include long-term orientation, individualism, masculinity, power distance, and
uncertainty avoidance (Dartey-Baah, 2013). The cultural dimension can be used to
highlight the effects of culture on the employees' values and behavior (Adeoye
et al., 2014). Thus, using cross-culture management in practice can help
facilitate the motivation and recruitment of suitable candidates to enhance the
competitive position of organizations. Managers must be culturally sensitive
and promote motivation, given the increased diversity in the modern workforce
in the global business community (Turgumbayeva & Aimaganbetova, 2017). As a
result, the importance of culture in practice must be considered through
cross-cultural management to ensure that employees are satisfied, motivated,
and productive in the modern workforce.
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Theme 2: Recruitment
The current business world has also forced
organizations to ensure that they can access the right talent while ensuring
the employees in a diverse workforce remain motivated and are well-skilled. The
process of recruitment entails actively finding the right candidate employee
who qualifies for a given position by conducting interviews (Al-Kassem, 2019).
The managerial practice involves using different recruitment strategies, such
as selecting a change agent to conduct the recruitment process. Besides motivating
the workers, organizations often have to recruit new employees to recruit
suitable personnel to fill or replace a job vacancy to boost overall business
performance (Osabiya, 2015). HR management employs modern recruitment and
selection methods because their success depends on effective recruitment and
selection systems team (Al-Akeel & Jahangir, 2020). Thus, the recruitment
theme plays a significant role in ensuring that a given organization attains an
effective workforce with skilled professionals who can take on more
responsibilities.
Moreover, the managerial practices in the
recruitment process entail the development of suitable techniques for
attracting and identifying the most suitable candidate for the vacancy. It was
also clear that an organization is more equipped to deal with the diversity in
modern business when it can consistently recruit and motivate the right
talents. However, an organization can manage low turnover rates by motivating
its current employees, which also minimizes the need to recruit new employees
(Dartey-Baah, 2013).
According to Room (2022), it is increasingly
necessary to be aware of the limitations of a universalistic approach to
recruitment and talent management as the world becomes globalized. However,
some organizations need a motivated workforce, perhaps desirable to potential
candidates (Alton, 2016). Thus, HR management practices entail selecting and
recruiting the right talent using an external change agent to fill a gap that
internal training cannot resolve.
Similarly, the research has revealed that potential
and qualified candidates pay attention to the ability of an organization to
demonstrate effective communication and relationships between employees. Thus,
managerial practices should incorporate the ability to provide employees with
the opportunity to achieve their personal career goals and overall business
success. The attributes can be related to the insights provided by the
motivational theory that demonstrates that HR managers should ensure that they
attract and recruit new skills from the diverse workforce by promoting a
motivated workforce (Taormina & Gao, 2013). Based on the insights presented
by the case study about Arts Council England and National Police Improvement
Agency, the management was forced to select and recruit new employees to fill
the vacant position within the organization. However, it was also clear that
the current employees should be skilled enough to avoid disruptions in the
overall business productivity.
On the other hand, the information provided by the
case study of the National Police Improvement Agency showed that the managerial
practices could utilize diverse strategies to select and recruit new employees
with minimum impacts on the current business performance. Therefore, the results
demonstrate that the top management can influence, recruit and motivate a
qualified workforce without affecting organizational performance (Osabiya,
2015). McClelland's human motivation theory demonstrates that employees can be
motivated by the need for power, achievement and affiliation. However, the
theory also explains that these motivations are not inherited because every
person develops them through experience and culture (Wigfield & Gladstone,
2019). By contrasting the analysis related to the recruitment theories, the
example from the case study also showed that potential candidates at the top
organizational levels are attracted to organizations regardless of the overall
motivational strategies.
However, the effects of recruitment displayed
diverse insights between the works done in the case of the National Police
Improvement Agency in developing a culture that focused on customer preferences
and organizational operations. The Employees can feel threatened by the new
recruitment approach focused on driving a culture of poor relationships among
the existing workforce. It was decided to begin with designing and introducing
a restructuring approach to provide a clear focus for building a new and
integrated directorate. The approach employed in the case of NPIA focused on
reshaping the roles within the top management team to respond to the challenges
and need within the directorate of people development and management. The
insights also suggest that the recruitment process should be treated
differently depending on the level of seniority of the advertised job position.
The approach ensures that organizations prioritize the skills already held by
top managers when recruiting employees in a cross-cultural environment. It was
also clear that the theme of employee motivation has a much greater effect when
recruiting lower-level employees in the diverse modern workforce.
Theme 3: Motivation
The concept of motivation is important in
managerial practices and can be seen to be effective in the diversity of the
modern workforce. An employee's motivation entails a combination of desire and
energy to achieve the business or shared goal. The theme of motivation requires
employees to develop a sense of meaning in the workplace through effective
motivation (Taormina & Gao, 2013). Thus, the HR management practice
requires using the ethical, psychological, spiritual, and economic factors that
contribute to motivations in the modern workplace. With the help of a
theoretical motivational framework, the theme of effective motivation can help
improve managerial practices within the cross-cultures and the overall success
of the business (Osabiya, 2015)
An organization's awareness of the
contributing factors significantly boosts continued growth and success because
different factors contribute to overall motivation and enthusiasm. Based on the
three-factor theory, the management can maintain employee motivation and
enthusiasm by improving working conditions (Belyh, 2019). Despite the arguments
that suggest that providing an employee with time and space to work can
increase motivation, the research reveals that employee motivation depends on
personal characteristics (Taormina & Gao, 2013). While appreciating
employees' work may have a comprehensive effect on some employees,
organizations must look deeper into the factors that motivate individuals to
ensure that the organization's actions keep its employees motivated.
Based on the theory of human motivation, the aspect
of motivation among employees can fall under the category of achievement,
affiliation, or power (Herzberg et al., 2017). As a result, the need for
achievement amongst employees should be considered positive for the business
performance where the workers make every effort to be the best. However, the
research also showed that managerial practices must ensure that the framework
is closely monitored by organizations ensuring an appropriate equilibrium between
accomplishment and workforce (Koenka, 2020).Based on the insights presented by
the case "Visa Europe: Developing a peak performance culture" from
the CIPD (2011) report, there is a cross relationship between the theme of
motivation with change. The case study explained how Visa Europe bowled out'
ultimate performance' workshops to convey a family feel to the organization and
help employees explore and appreciate their determinations and attainments. The
case provides an example where an organization utilizes the theme of motivation
with a long-term aim to align the modern workforce with the company's culture
and values.
Similarly, the motivational theory of Maslow's
hierarchy of needs explains that five categories of human needs dictate
employee behaviour. Human needs include self-actualization, esteem, belonging,
love, safety, and physiological needs (Taormina & Gao, 2013). Therefore,
the initiative conducted by the managerial practice can be related to the
impelling factors supposed from motivational theory, which addresses the
achievement and association issues in the modern workforce. The insights
presented by the case of Visa Europe from the CIPD report (2011) stressed the
importance of assessing and adapting motivational methods across different organization
levels. However, it was also clear that an organization can only move on to
addressing the higher-level needs when the method used by employees adequately
fulfilled the employees' basic needs. Besides, motivation often depends upon
the type of change within a given organization. Employees also found new
'power' through the workshops, while others understood their ambitions,
demonstrating their position and stake in the organizational operations. Visa
Europe could have improved future success by employing a strategy to increase
the 'power' factor of influences by allowing a more project-based working
environment with a well-motivated labour force.
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In contrast, the work and change were contented at
Southampton Children's Trust, whose constant structural changes resulted in uncertainty
among the employees. The case study "The Children's Trust Southampton:
Towards a culture of partnership working" showed that the lower levels of
the pyramid from Maslow's theory could have more of an effect on the earlier
workforce. However, the information from the case study portrayed extreme
circumstances where the organization made different changes in a short
period.
In comparison, the case presented by "BNP
Paribas" in building a business development culture showed that it adopted
an approach using financial incentives and prizes as a motivator for its
employees. Thus, the concept utilized by the organization alludes to the
contradiction of the insights presented in Maslow's theory of the hierarchy of
needs. Even though the success of the approach is not fully noted within the
case study, employing the concept as a motivator to drive new initiatives can
present positive results especially given the stable feel of the organization.
Nevertheless, if each organization adopted the 'peak performance' workshops, it
would positively affect the firm's employees' motivation, increasing long-term
organizational performance and success (Taormina & Gao, 2013). The results
also showed the need to monitor the success of the monetary motivations adopted
by BNP Paribus with a prospective view of recommending the strategy to other
organizations.
Nonetheless, organizations are often forced to
recruit to fill skills gaps and ensure that the employees remain motivated.
Based on motivational theories, offering financial rewards can serve well in
demonstrating that the employees are valued within a given organization
(Gartenstein, 2021). Based on the insights presented by Alton (2016) suggested
that candidates specifically pay attention and are attracted to an organization
which displays good relationships between employees and the ability to achieve
within the firm. These attributes parallel those in motivational theories;
thus, an organization with a motivated workforce will be more attractive to new
skills coming into the business.
Conclusion and
recommendations
Today, cross-cultural management, motivation, and
recruitment are key elements for successful organizational and people
management. The research has shown that the themes of cross-cultural
management, motivation, and recruitment are some of the key important elements
required for successful organizational and people management. The essay has
described how each managerial theme can be linked with another, showing that
the inner workings of one are complete with a successful approach to another.
Leaders have been forced to take the challenge of fully utilizing the potential
capabilities provided by the current multicultural workforce to achieve optimum
organizational performance and effectiveness. With the help of recruitment, an
organization can attract the right people. Once recruited, the human resource
manager is also tasked with ensuring that the employees are motivated.
Based on the insights provided by the example from
the case studies presented in the CIPD report (2011), different organizations
are undertaking a particular cultural change program. In contrast, different
organizations in the modern world are changing their culture as part of a
broader organizational change initiative. The themes of cross-cultural
management, recruitment, and motivation have proven to be among the top
managerial aspects that ensure that organizations attract and maintain the
right talent in the current diverse workforce
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Cross-cultural management is the act of
employing, leading, and supporting individuals from different backgrounds.
Although embracing diversity starts with recruitment and the hiring process,
much more work must be done after the management has assembled a diverse. The
cultural management theories also show that the organization’s need for
recruitment should be limited. However, when needed, the firms should be able
to attract the best candidates, given the fulfillment of the factors
influencing recruitment and motivation. Overall, the interlinked nature of the
themes has allowed for a rather simple and cost-effective recommendation that
should positively affect the organizations' future success.
However, the analysis has shown that it is
increasingly necessary to be aware of the limitations of a universalistic
approach to recruitment and talent management as the world becomes culturally
globalized. Thus, different organizations are often forced to recruit to fill
skills gaps that internal training cannot resolve. The lack of effective
cross-cultural management also impacts effective communication, which results
in frustration and conflict among the employees. It was clear that combining a
local specificity and global orientation requires organizational competence to
manage the modern workforces that consist of cross-cultural team members.
Although, the importance of ensuring recruitment is
completed successfully with candidates who are relevant to the organization's
culture because of the detrimental effects it can have on the existing
workforce. The research has also shown that adopting the 'peak performance'
workshops can positively affect the firm's employees' motivation, increasing
long-term organizational performance and success. The results also showed the
need to monitor the success of the financial incentives adopted by BNP Paribus
with a potential view of advising firms to employ a similar concept.
The recommendations for future practice to the
organizations portrayed by the CIPD report offer a broader approach that should
enable organizational success. The organizations should each adopt the approach
of peak performance workshops which enable the employees to develop closer
relationships and recognize their ambitions and achievements within the business.
Cross-cultural management should consider recruitment, managing, and motivating
employees from socially constructed cultural backgrounds to reduce differences
and develop common energy. The managerial skill has proven useful for
executives, managers, project managers, and leaders when recruiting and
motivating employees in the modern world. Therefore, diversity has proven
beneficial when the team members can effectively communicate and coordinate
while working towards common goals.
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