Performance Appraisal and Recruitment-Free-Samples for Students

Question: Critically Analyse the Influence Of Cultural Differences On Performance Appraisal And Recruitment As Well As Selection. Answer: Introduction Human Resource Management is one of the assets of any company as it works on the employment and employee relationship to hit the business goal in the nick of time. It carries off plenty of responsibilities for the company from recruitment to management and control. This study focuses on the impact of the cultural differences upon different HR practices in several organisations. It has been noticed that HR practices like performance appraisal, recruitment and selection are some the crucial practices that needs to be considered with a serious concern. The thesis statement of the study is the analysis of cultural differences based on performance appraisal and recruitment as well as selection that vary from organisation to organisation. Critically analysing the influence of cultural differences on performance appraisal and on recruitment and selection In the corporate world, HR gives importance to the recruitment and selection and performance appraisal both for the prosperity in the business (Armstrong Taylor, 2014). HR recruits the right person for right designations and gives them performance appraisal time to time if they deserve. HR of any company makes an analysis of employees willpower, skills and the performance in their related work. Such activity of HR assists them to understand the culture of the employees from which they belong and also provide such employees with proper guidance so that they do not feel low while working for such entity. As per as Maslows Hierarchy of Needs, it has been seen that self actualisation needs, esteem, social, safety and physiological needs of any person is required to be catered properly for satisfying them properly. Kooij et al. (2013) demonstrated that an HR needs to be aware of such needs so that they can treat their employees in a proper manner. Here, lies the necessity of performance appraisal practice of HR. An HR needs to understand the ethnic race of the employee and fulfill their needs suitably. This will assist an HR to tackle with people from various cultural backgrounds appropriately. Jerome (2013) argued that for the development of any business, recruitment and selection is more important than the performance appraisal. In any recruitment and selection, an HR can understand the background of the following candidates, their real skills and nature of adaptation in different culture. Right selection procedure will bring right candidates in company. For example, Xero is an Australian IT company that operates all over the world. HR of this venture needs to be aware of the culture and background of the employee, who are from another nation. HR of this company needs to make sure that how will these employee adjust themselves in different working cultures that they are not belonging to. Employees from culturally different b ackground need to be recruited properly so that in coming years of operation, they do not pose any threat in business operations. On another hand Niazi, (2014) cited that the native of Australia needs to be valued accordingly or else they might revert back from showcasing their skills perfectly. HR needs to consider their practice of performance appraisal seriously when they deal with people from identical cultural background. HR needs to cope with the upcoming employee culturally different in the recruitment and selection by offering them more facility than the native employees. The HR should keep information about the background of the employee specially culturally different so that HR could know the employees and make sure that what kind of working environment needs to be given to them. That is why; the recruitment and selection procedure is very important part for the management practices in any kind of organisation. It has been seen that two kinds of HR services are catered in different companies. Generally, HR practices changes from culture to culture. Warwick model explains the cultural influence on HR that generally mounts on because of the employees culturally different. Mostafa Mostafa (2017) claimed that HR needs to maintain the cultural balance in the company. In any recruitment and selection procedure, HR needs to be formal in front of the employees so that they could feel relax and give interview properly. An HR of the company should open the interview process not only for the native countrymen but also for all the people, who are culturally different. For example, In XERO, HR recruits their native people as well as the people who are from different nations so that everyone could get opportunity to work and benefit to the company. On the contrary, Meyers van Woerkom (2014) mentioned that after recruitment of the employees, HR should focus on the practice of performance appraisal for indulging employees more into effective work delivery. Employees should be applauded when they perform on their good performance so that they could feel confident on their work. Here, HR should not practice discrimination among the employee, who is culturally different. Culture is a very critical concept that is required to be kept at a safe zone so that people do not get agitated Turnbull et al. (2015). In case of workplace, employees can be from diverse culture therefore, they might possess different unique qualities within themselves. HR practices of recruitment and selection need to find out such qualities from each employee for incorporating those in their business house. This will assist in inclining more profit in business. HR needs to amalgamate these two HR practices so that they can value their employees appropriately. Any kind of cultural confliction between HR and employees should not come for giving performance appraisal as it is considered on the basis of good performance. Boehm (2014) contradicted that creation of cultural partiality among the employee in recruitment and selection and performance appraisal, could blow the image of the company and go for the huge loss in the competitive market. When HR of any company moves to the different culture, they should cope up with prevailing culture of that particular place so that they could mix up with the people easily. For example, HR of the XERO deals with different kind of people outside Australia. Here, any HR should respect the people from culturally different background so that they could mix with people of that place. This behaviour of HR also creates attraction and the positive impact on the people of that place and the people will not have any issue to work in this company. This action of HR will surely develop the company. In that case, HR of the same company concentrates upon their function of performance appraisal more. This will provide assistance in dealing with people in that place thereby, bringing each culture closer, which is the necessity of modern era of business. HR of any company should keep the track of the applicants in the recruitment and selection procedure to know about the upcoming employees very well and Undoubtedly, HR could extract the more information about the upcoming employee culturally different by this process. This will bring the deserved employee in the company which would surely benefit the company. HR needs to have faith on the employees and give them enough time to adjust and prosper in opposite cultural environment. On that basis, performance appraisal can be given on the good performance of the employee on the different cultural environment. For example, Akdere, (2015) cited that in XERO and ALTIUM, HR should keep tracking the performance of the employees culturally different and should give them performance appraisal for excellent performance in the opposite culture. It has been seen that the new employees who are culturally different, need to be given a proper training so that they could adapt the working environment of the workplace in the short span of time. Here, Ordanini Silvestri (2017) opined that HR needs to come forward and interact with the employees about the rewards and appraisal on behalf of the performance of the employees and should encourage the employee culturally different more than the native employees for working properly in the company so that they could feel more comfortable and confident at workplace. HR of the company assures to eradicate the cultural discrimination at workplace and provide moral environment to work in. This will provide a great satisfaction inside the employees and they will feel safe to work in that particular company. Collins Smith, (2006) cited their prosperity should also be analyzed by HR so that reward and appraisal could be given to the employees).This is the reason that HR needs to focus more in the cultural issues more. Warwick model explains that HR of any company works in an independent way and keeps the cultural background in the view during the recruitment and selection process. HR needs to be open-minded and cautious during the selection of the employees. For example, in Altium the Australian software company, HR of the company needs to do recruitment without any kind of cultural discrimination so that any social or cultural issue could not emerge that leads to loss for the company. On the contrary, Kinnie et al. (2015) mentioned that in selection process, recruitment of native employees will give more benefit to the company as they are already aware with the native culture of the workplace. This study focuses that HR practice anchors the company from recruitment of the employee to end activities of the company. All kinds of cultural and working issues are tackled by the HR. HR knows to manage the employees from different cultures as it is required for balancing the working environment of any company. It is the responsibility of HR to provide the facility and the proper guidance to the employees. HR manages the employees in such a way that their cultural issue could not hurt as the employees would be reason for the profit of the company in the future. Reference List Akdere, M. (2015). Social capital theory and implications for human resource development.Singapore Management Review,27(2), 1-10. Armstrong, M., Taylor, S. (2014).Armstrong's handbook of human resource management practice. 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