Cross Cultural Human Resources Management Essay

Cross Cultural Human picks Management - Essay mannequinAfter spending valuable time at the Resort as the trouble shooter and discussing respective(a) dimensions of resort work and its improvement, with the employees and other members of the staff, listening to wholly complaints of customers of the once-well-run resort, Patrick Dowd came to the conclusion that the problem plaguing the resort is that of inadequate and inefficient application of International Human Resource Management. In his Report to Jim Johnson, Patrick Dowd would make suggestions in the following mode, depending on his knowledge of International Human Resource Management and application of pertinent theories to the present case.International Human Resource management focuses on Human Resource Management practices across the countries mainly in multinational firms, or in organisations where people of distinct cultures work. There is very little difference between internecine Human Resource Management and Cross Cultural Human Resource management as both deal with the problems posed by employees drawn from various cultures. There is no definite criterion or stringent guidelines for cross cultural management. It alters according to the cultures involved and the requirements under given circumstances, as the circumstances and situations shape the rules. Here cultural diversities are accepted and honoured, not defied, and an attempt is made not only to avoid cultural clashes, barely also to find a suitable way of functioning without challenging the cultures involved. Here exists no desire to see all cultures look identical and the lesser cultures adopt the ways of the better culture. Today the scope of human resource management is constantly changing with the new and persistent demands of globalisation. Human resource management of today has a global sense base on the new trend of global business. Businesses like the West Indies Yacht Club Resort, even though not a particularly overwhelmin g internationalist business house in the accepted sense, welcomes guests from all parts of the world and employs people from different background and age group. When the Resort came under clouds, both the prevalent Manager Jim Johnson and Patrick Dowd, the chosen consultant felt that this was a case of cross cultural human resources mismanagement. British Virgin Islands are not really called happening places, but quiet places where resorts were built for people who need relaxation. Local people still are living in a cocooned culture hardly being open to international ways of living. It is difficult to find employees with exemplary educational background and efficient motivity in the islands. Efficient staff had to be drawn from different cultures and places, mainly from United States main land. British Virgin Islands, so remotely placed and lacking all diverse academic facilities for growing up children, and enjoyment or business facilities for grown ups, people usually either g ot bored, or felt inadequately equipped for the future, frequently resigned in search of better pastures and none of the employees stayed for a long time. This created an impossible situation for the Resort of perpetually training new people getting adjusted to them and getting them adjusted to the Islands. When the management let out a sigh of relief that the new unfamiliar staff is trained enough to handle the situations, the well-trained staff decides to move and management had been frustrated on this get laid for a long time. The resort was famous