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HRM in a global context (Background (Challenges of the global…

- - - - Employers
      - Employees
    - - Governments
      - Communities
- - - - Includes a diverse range of stakeholders that can encompass
        
        Governments
        
        Political interest groups
        
        Community assosiations
        
        Suppliers
        
        Service users
      - There is a premium placed on making sure that all voices are heard and all their needs are met as much as is institutionally possible.
      - Wider stakeholder perspective
        
        Highlights the tensions between financial and non-financial priorities
        
        Trade off
        
        On the one hand, all organisations now must be fiscally solvent and competitive in order to simply survive
        
        Can involve championing measures that adversely affect employees and local communities or that are disagreeable to governments and consumers
        
        Outsourcing of labour to other countries with more lax environmental and employment regulations may be good for the bottom line but damaging to an organisation’s wider reputation
        
        Represents the need for institutions, especially for-profit ones, to effectively balance their private interests with an expectation that they will contribute to a broader public good.
        
        Linked to demands for
        
        Greater sustainability
        
        Fairer wages
        
        Strong consumer protections
        
        Achieving these dual ambitions is not easy and it can prove close to impossible in the ultra-competitive context of free-market globalisation.
  - - - EG - how the championing of ‘fair trade’ products both improves a company’s ethical practices and increases its sales through appealing to those who support such values.
    - - HRM suffers from a perception that it is pro-employer and management rather than being neutral.
        
        Questions as to which voices get heard and taken seriously
        
        Environmental groups may raise legitimate concerns about sustainability and climate change, yet are dismissed as not being ‘pragmatic’ in a competitive business climate.
      - Demands for higher wages and stronger worker protections can be rejected as being ‘unrealistic’ and outdated in light of modern fiscal realities
- - - - Created the conditions for massive job insecurity
        
        Provides employers with greater power to determine working conditions
      - HRM must work with managers, and within this inequality, while finding innovative means for promoting employee interests and wellbeing
  - - - Maximising profit becomes not only a desire but a requirement.
        
        Even if senior managers wanted to introduce more ‘balanced’ priorities they would be restricted in doing so by global competitive pressures
      - Means they have to be able to manage complex international pressures and an international workforce
    - - Means often placing fiscal concerns above and beyond their original purpose to realise a public good.
  - - - As straightforward as knowing what different immigration requirements each country has
      - As far reaching as creating a mixture of ‘universal’ and context-specific organisational values and practices to take account of the enhanced diversity of its members
    - - Corporations are now selling their products all over the world
      - There is an an attempt to produce a ‘global’ culture.
      - There must be recognition that people want different things in different places
      - Applies to public institutions and NGOs
      - Imperative that they are aware of the diversity among those they are seeking to serve and that they find ways to effectively meet these diverse needs
      - With suppliers, when buying from a more international set of clients it is crucial to know their expectations involving negotiations and delivery
- - - - Would also potentially lead authoritarian regimes to naturally embrace liberal democracy
  - - - Leading them to cut corners and produce worse outcomes in order to maximise their profits
    - - Ranging from state-led autocracies to the higher levels of policing in established liberal democracies
  - - - Offering them lower labour and environmental restrictions.
      - They can bring much needed jobs and investment at the expenses of providing liveable wages or a sustainable society
    - - Focuses the possibility of organisational change to simply optimising financial returns
        
        Uses this as a pre-condition for the conception or implementation of other new ideas or practices
        
        Prevents out of the box thinking from occurring in favor of simply accepting a global capitalist status quo
        
        In this case, globalisation represents less a competition between organisations for the best innovation as it does the channelling of innovation to meet the needs of fiscal competition
      - HRM
        
        Has some potential to help reverse the trend
        
        A crucial force for promoting a 'race to the top' where companies
        
        Use better working conditions a stronger commitment to ethics and inclusiveness in order to attract employees and consumers
        
        Questionable whether it would have the organisational power and overall desire to effectively promote a 'race to the top'
        
        Raises questions of whether HRM is the best force for addressing these global challenges