Competency Of MNC HR Director Management †Myassignmenthelp.Com

Question: Discuss About The Competency Of MNC HR Director Management? Answer: Introduction Todays economy is globally driven which has added immense weight to roles of HR professionals. Huge responsibilities are dispensed to an HR director of a MNC and this requires HR directors to have some particular competencies which are in relevance with the changing and emerging HR practices. This write up has its basis on the given case study which seeks competency of MNC HR director. Little confusion surfaces when it comes to acceptance of significance regarding theoretical and empirical basis of global HRM with practical application. Scholars like Armstrong, Taylor (2014) argued with an air of optimism that even though the HRM in global context walks in infancy level but still these have vibrancy with diverse nature triggering growth in development of theory and practices of HR in the earlier decades. The case study of the MNC has assortment of businesses that transcend its country of origin. The business of export and global IT consulting moves with the changing curve of foreign direct investment. Considering the FDI flow, the business remains largely confined to emerging countries like India, China with focus of business on central European nations. The overall business runs with rationale but has strong effort to stay restricted to somewhat which is defined as significant in relation to Global HRM (Alfes et al, 2013). Traditional HR theories like result orie ntation, strategic collaboration, development of employee competence remain spatial with relatively advanced direction inspired from emerging practices. In this context, the business highly soaks up HR models like Harvard model and the Warwick model. Into the vision of the business the dimensions in this model fits better as stakeholders interests, HR policy selection, HR results and situational factors. The Warwick model helps the business to think on content of business strategy, micro and macro environmental aspects and HR practices accordingly (Guest, 2011). The business activities and the HR practices therein demands some competencies in the HR director and these are strategic thinking capacity, capacity in challenge mitigation, policy making knowledge, great level of HR knowledge including practical and theoretical insight, implementation of most relevant HR practices on time. Business of the MNC with the developed trade outlook struggles to cope with cultural differences. The proposition of the fast development of emerging economies with adequate focus on global HRM is important in several ways (Jiang et al, 2012). Its impact on setting of global trade far exceeds the possibilities as regions for outsourced activities of less value aspects of MNC. The MNC with their roots in Europe feel challenges in having synergies among business performances and manpowers contribution. Cultural differences in India, China and central and Western Europe differ a lot due to which a coordinated HR practices dither in taking place. The competency needs of HR director remains maximum here in implementing a well coordinated common HR practice across the segments of cultural differences and to make better working places with maximum devotion of employees with shared goals of the company. Conclusion Strategic dimension of business and organisational capacity building is pivotal to long term growth of the company. HR director must comply with the criteria and the competencies that are in want, for driving business towards success. With more potential prosperity, lays there the latent challenges that can be controlled with requisite level of expertise in the directorial position. References Armstrong, M., Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page Publishers. Alfes, K., Shantz, A. D., Truss, C., Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351. Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), 3-13. Jiang, K., Lepak, D. P., Hu, J., Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.