Running head FRAMEWORK OF STRATEGIES FOR IHRM FUNCTIONS. .docx

Running head: FRAMEWORK OF STRATEGIES FOR IHRM
FUNCTIONS.
The Framework of Strategies for IHRM Functions
Woodrow Rowell
10/6/19
FRAMEWORK OF STRATEGIES FOR IHRM
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Overcoming International Talent Acquisition And Workforce
Development Challenges
The international market demands that companies acquire a
talented workforce and
develop them so that they can remain relevant in the business
and organizational setting.
However, various challenges make it quite hard for firms to hire
and maintaining a talented
workforce. Some of the challenges include a satisfying job
environment, a gratifying salary,
diversified workforce who can work in any country, and the
ability to better the skills of the
workforce.
The enhancement of suitable hiring of people with talent
requires that there be
multichannel sourcing of the workforce through both the social
media and digital process
because it allows a company to have significant numbers of
applicants that the company has to
evaluate, compare and pick from (Oracle, 2017). Often, the
interview process should cover all
the essential aspects of the expected duties and objectives of the

company. With the simulation
systems and automated digital sources, organizations
successfully source, assess, and hire top
talent that boosts acquisition of efficiency and effectiveness in
the organization (Edmans,
Gabaix, & Genter, 2017). Cloud solutions enhance multitiered
screening and evaluation tools to
enhance the interview and requisition of management to have
recruiters and hiring process as
positively impressive as possible. Once the workforce who are
talented are hired, a company
should work to train and offer them learning opportunities that
will make them both more
efficient in their line of specialization and related ones.
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Additionally, the provision of high compensation is another
thing a company should offer
even though it is important the compensation suits within the
budgetary estimates and is reliably
assessed before one is offered the amount (International Labour

Office, 2011). Such a process
will discourage flaws and motivate every worker to do their best
(Oracle, 2017). The threat is
that the company has to be quite efficient in choosing the
digital solution and assessing the
workforce. Overall, the international HR management sector
will increase performance,
productivity, and boost the reputation of the company. The
process can also enhance efficient
global management of the workforce and generation of
objectives in the international business.
Integrating Self-Managing Teams and HR
Processes
Self-Managed Teams have been projected to be a productivity
step forward for
organizations since the 1990s. Several businesses have reported
on the success result from the
self-managed teams, and the SMTs have also received
momentum from people who have
experienced the results in the empowerment of employees.
Empowering a team and sharing
responsibilities gives quality control, improves efficiency and
total effectiveness. SMTs
contribute majorly to the success of a business, and it also

increases the total output. It is also
believed that the SMTs create a sense of responsibility and
sponsors innovative decisions
contributing to great general performance (Zarraga & Bonache,
2005). By the end of this paper,
the reader will understand the strategy on how to integrate self-
managing teams and HR
processes as part of a greater strategic international human
resource management initiative.
With self-managed teams, groups are held responsible for
producing the initial product or
even the final service, but with the traditional format, the team
is assigned tasks based on their
specialized skills by the HR management. The role of the HR
management in an institution, on
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the other hand, is to make sure that there is effective planning,
execution, training, initiation, and
even monitoring, etc. within the team. The best HR managers
are talented, and they possess other

useful skills however, knowing all these right skills is not
enough. Determining the right skills to
apply at the right time is what defines good managers and great
HRMs. Most HR managers opt
for the self-managed teams due to the quality of output the
teams bring along. Self-managed
teams are not easy to apply considering that there are many
risks involved, but with the right
team, it is possible to apply this strategy in organizations since
its results are commendable.
As an HRM of an organization, there are several things to
consider before implementing
the self-managed team strategy, and among them includes
having a team that has the right kind
of people. Hiring the best candidates can foster effective teams,
and by that, an HR manager
should look for individuals who have skillful backgrounds,
especially in time management.
Also, an HRM should consider individuals whose resumes
commend them for having
better or excellent decision making and problem-solving skills.
The way a team manages varies
significantly depending on how the individuals manage
themselves. Usually, in a team setting,

the team members should insist and focus more on problem-
solving skills and work
collaboratively. The team should mainly focus on performance
guidelines, human resources, and
generally the initial expectation.
Finally, the team should have interpersonal skills considering
that when there is mutual
communication as well as purpose, effective communication is
important (Roper & Phillips,
2007). The interpersonal skills involve listening actively,
considering the success of team
members, objectivity, and being attentive and supportive in
differing viewpoints. The team's
internal communication is essential for the overall performance
of projects or services.
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Self-managing teams have numerous advantages, but there are
also huge risks involved
when an organization doesn't have the right team. As an HRM,
it is important to analyze the

team members and if they have the required skills to qualify for
the self-managing team strategy
before implementing it. The key requirements for having a self-
managing team is hiring the right
people and also having a team that is skilled in decision making
and problem-solving.
Total Reward System
Human beings basically love rewards and, according to
research, when human beings get
rewards, there are special pathways in their brains activated,
which, as a result, motivate them to
seek out for more rewards. Organizations are composed of
people and, these people define
organizational behavior since the organization itself cannot
behave, but the people in it. Thus,
employees need to be motivated in order for them to do what the
firm needs them to do. People
are motivated in different ways considering that every
individual has a unique perception of what
entices them. Staff motivation is crucial, and it is among the
key contributing factors of a
successful organization, which is why the management should
strive to understand the different
things that will motivate their employees at work; therefore, the

reward system is important for
motivating workers (Hoole & Hotz, 2016). This paper will
discuss the critical components for
the total reward program, which, in return, increases employee
interaction, production as well as
morale.
The total reward program has existed for the longest time
possible, and managements
today are trying to put expound more on the meaning of the
word reward using both tangible and
intangible features in rewarding their staff members. Among the
tangible features organizations
are using today includes financial stability while intangible
features, on the other hand, include
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employee luxuries and rewards for imminent damages.
Managers are using the Total Reward
System as their current management approach.
.Total reward system results are commendable on both
individual and organizational

performance since there is improved quality in employee job
satisfaction, their loyalty as well as
their motivation and morale. According to Dontigney (2017), a
total reward system of an
organization must include continuous efforts that a manager can
use to motivate, recruit as well
as retain employees. A total reward system must comprise of
these five elements, benefits,
compensation, and work and life balance, and career growth and
recognition.
With career development and recognition, there should be a
wide range of improvement
opportunities, such as training and mentoring (Holston &
Kleiner, 2017). A good example is that
an organization may choose to sponsor all employees to have
access to the respective online
course. Recognition, on the other hand, ranges from
acknowledging the work of an individual
formally, especially if it is well done by implementing monthly
or yearly programs. Work and
life balance, on the other hand, includes giving workers a
chance to live a life even after work,
and that can include allowing them to leave early to that they
can attend to their after-work

events. Compensation can be described as the different ways in
which workers earn their wages
from the organization, and it may consist of base salary or even
hourly compensations.
Compensation can also include profit-sharing with the workers
and even bonuses. Benefits, on
the other hand, can be defined as compulsory programs and
employer options. Compulsory
programs include social security, and employer options include
pension programs.
Total reward programs play an important role in the success of
an organization. When
employees are happy with a company's reward systems, their
output or production, motivation,
FUNCTIONS 7
as well as interaction, improves significantly. Thus, managers
should strive to learn ways in
which they can satisfy their employees through their reward
system considering that there are
commendable rewards towards that approach

Agile Decision Making Tips
Agile Decision Making is important for workers considering
that it helps workers make
fast, better as well as fully ranged decisions, and as a result
working becomes more efficient and
at pace. The competitive advantage of a business also depends
on the ADM of the team and with
an ADM team; they can be able to move decisively, quickly and
efficiently in a business
environment. This paper aims to create a decision-making
framework of the steps required to
make sure that agile decisions are part of the organizational
culture.
Steps to follow in order to create an agile decision-making team
include improving
decision making measures to mission-critical. The team should
understand how the company
makes decisions, the preconceptions that lessen the decisions
making ability, and they should
also understand how to take the correct steps in order to correct
them (Larson, 2017). The result
and process of decision making should be tracked, and that
information should be applied to

advance future decision makings. The team should make
decisions in all levels more visible that
way it will be effective.
The second tip is that the team should understand how to
uncover good enough
information. When a team successfully collects good enough
data concerning decisions, it has
been proven that they make better decisions, and their outcomes
improve by 20%. Another tip is
developing a decision driven feedback loop that will foster
quick learning. When a business has
quick feedback loops, it results in an enthralling decision driven
outcome for an organization.
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Creating an ADM culture for a business is not easy, but with the
above steps, a team can
effectively make agile decisions.
Reward System Linked to Product Innovations
Innovations currently play a critical role in organizational

performance. As a result,
human resources and managers are constantly seeking answers
to how best they should reward
innovative employees. For the paper, the strategy that I would
use to deploy new reward systems
in product innovation and product launches that I will undertake
overseas is recognizing long-
standing excellence by having internal honor societies and
awarding research grants. Another
aspect is to distinguish between individual and team recognition
by offering bonuses, trophies,
technical stipends, financial rewards, and vacations. I would
also use the reward patent
innovation; this is done by offering patent rewards. The
organization will also have a royalty
compensation plan which involved sharing a percentage of
profits or purchasing additional
equipment for further research (Mponda, & Biwot, 2015).
Besides, measuring performance and
tying compensation to the performance of a new product is also
critical. Also, during a product
launch, I will use factors such as meeting time targets,
exceeding revenue and profit goals, and
assessing customer satisfaction to determine the size of the

bonus.
The human resource strategies will be deployed by using inter-
location deployment. This
will make employees' performance more oriented by increasing
their competencies. Besides,
changing of employee environment, results to new and invested
initiatives and enhanced
personal development programs Also, moving to a new area
provides an employee with extra
demand to show signs of high motivation design and redesign of
a positive view of the
FUNCTIONS 9
organization (Walton, & Webb, 2016). Another strategy is to
use interdepartmental deployment;
this will enable employees to become more productive,
innovative, and increase their
commitments rates, loyalty, and satisfaction rates. An employee
is also in a position to learn
more about the organization its programs, activities which
increase their flexibility,

developmental ability, and effective and efficient customers.
Position on Cultural Challenges
Most of the challenges facing international human resources
management are mainly
related to cultural acclimation, environmental acclimation, and
uniting multiple workforces.
International merger obtains employees from different cultural
backgrounds. When employees
with different cultures come together, the international human
resource managers have to
struggle in designing the organizational culture, considering
that the cultural aspects of each
employee should be incorporated. The environment also serves
as a source of challenges for HR
managers. An international merger will mean that the workforce
will have to work in new
environments, which they have not been used to in the past. The
managers face a hard time in the
process of making the workforce conform to the new
environment and embrace the occurring
uncertainties. As long as the workforce is from various cultural,
geographical and professional
backgrounds, the managers must face problems in trying to

create an effective work team from
such diversified or multiple workforces (Reiche et al., 2016).
For the international merger to be successful, human resource
managers must consider
adopting the right strategies, to accommodate the employees
effectively. The challenge of
cultural acclimation requires managers to develop cultural
competence. Such a step will ensure
FUNCTIONS 10
that they have a better understanding of the different cultures,
hence making it easy to design
organizational culture that fully reflect the diversified cultures.
In the case of environment
acclimation, the new workers into the international environment
should be hooked up with the
employees who have been used to the environment, to facilitate
easy learning and adaptation. To
be in a good position of bringing multiple workforces together,
the HR managers must possess
cultural competence and effective team-building skills. The

competence and the skills will make
it possible to handle the workforce effectively, despite the
diversity (Garneau& Pepin, 2015)
Alignment of HR and Strategic Business Units
Strategic management deals with the formation of business
strategies by ensuring that all
the business units in the organization pool their resources
towards the attainment of the
organization’s vision and mission. This process seeks to align
the strategies formulated by
business units to be in line with the organization’s vision and
mission (Stewart, 2019). It is
composed of three processes, which include strategy
formulation, implementation, and
evaluation.
In the recent past, organizations realize the need to align their
human resource practices
with other strategic units found within the organization like
finance, marketing, IT, and
procurement. This is done to ensure that employees are
allocated more efficiently to all
departments and that resources are optimally utilized.
To ensure that the strategic management system is used as the

determinant of the reward
system, it is essential to come up with a performance
management policy. This policy outlines
what the organization seeks to achieve, the worker's
responsibilities, and other factors (Stewart,
2019). The performance of individuals is measured based on the
set goals and individual roles
FUNCTIONS 11
and responsibilities. This performance forms a foundation for
the reward system to be adopted
by the organization.
Therefore, the organization has to put in place clear job
descriptions, ensure that the right
people fill the right positions, offer effective orientation and
training of workers, and other
factors that may boost the performance of the employees. The
rewards offered should aim at
motivating the employees to increase their performance, retain
the existing employees, and
support the realization of key values and many other factors.

However, the basic factor should be
the employee’s performance.
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References
Edmans, A., Gabaix, X. & Genter, D.. (2017). Executive
Compensation: A Survey of Theory and
evidence. 1-165. Retrieved from
https://scholar.harvard.edu/files/xgabaix/files/executive_compe

nsation.pdf
International Labour Office. (2011). A skilled workforce for
strong, sustainable, and balanced
growth. 1-48. Retrieved from
https://www.oecd.org/g20/summits/toronto/G20-Skills-
Strategy.pdf
Oracle. (2017). Improve Hiring Quality, Efficiency, and speed
with talent acquisition in the
cloud. 1-12.
Roper, K. O., & Phillips, D. R. (2007). Integrating self-managed
work teams into project
management. Journal of Facilities Management, 5(1), 22-36.
Zarraga, C., & Bonache, J. (2005). The impact of team
atmosphere on knowledge outcomes in
self-managed teams. Organization Studies, 26(5), 661-681.
Eric Dontigney, 26 September 2017, what are the elements of a
total rewards system, retrieved
from https://bizfluent.com/about-5484256-elements-total-
rewards-system.html
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Hoole, C., & Hotz, G. (2016). The impact of a total reward
system of work engagement. SA
Journal of Industrial Psychology, 42(1), 1-14.
Holston, C., & Kleiner, B. (2017). Excellence In Reward
Systems. Global Education Journal,
2017(1).
Eric Larson, Jan 31, 2017, three decision-making strategies to
scale agile at your company,
retrieved from
https://www.forbes.com/sites/eriklarson/2017/01/31/3-decision-
making-
strategies-to-scale-agile-at-your-company/#17452a2861b3
Mponda, J. M., & Biwot, G. K. (2015). The Effects of
Deployment Practices on Employee
Performance among the Public Banking Institutions in Kenya A
Survey of Post Bank
Coast Region. International Journal of Scientific and Research
Publications.
Walton, G., & Webb, P. (2016). Leading the innovative and
creative library workforce:
approaches and challenges. In Innovation in Libraries and
Information Services (pp. 257-

275). Emerald Group Publishing Limited.
Garneau, A. B., & Pepin, J. (2015). Cultural competence: A
constructivist definition. Journal of
Transcultural Nursing, 26(1), 9-15.
Reiche, B. S., Stahl, G. K., Mendenhall, M. E., & Oddou, G. R.
(Eds.). (2016). Readings and
cases in international human resource management. Taylor &
Francis.
Stewart, G. L., & Brown, K. G. (2019). Human resource
management. Wiley.
making-strategies-to-scale-agile-at-your-
company/#17452a2861b3
making-strategies-to-scale-agile-at-your-
company/#17452a2861b3
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Hi Woodrow Thanks for your submission. While you outlined
some good points,

There was a missed opportunity to further research and develop
your paper.
Also, you have some compliance issues with your APA
formatting such as with
regards to your headings. Due to those issues you have earned a
D on this
paper. I know its too late to redo it however your overall grade
in the class will
still be an 86.00
Tiffanie Deloach , Oct 10 at 11:38am
Question # 1: What are the pros and cons of using different
types of database management system (relational, object, and
object-relational)?
Question # 2: Why do you think object database never took off?
Question # 3: What do you think is the future of relational
database, object database, and object-relational database?
Note: We need at least 2 paragraph for each Question #1 2 3.

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