Organizational Behavior - Part 12
More Essay Examples on Culture Rubric
International Culture and Engagement
Hugh Scullion in his article Strategic Recruitment and Development of the ‘International Manager’: Some European Considerations focuses on this aspect. In the article, Scullion presents the findings and results of the study done among the managers in international firms. So, the article mainly focuses on the problems faced by the organizations while recruiting and staffing their overseas units. That is, according to Scullion, organizations operating internationally or Multinational Companies (MNC) will be composed of workers from three national or country categories. The employees from the parent country where the firm is usually headquartered or based (or came from) are called Parent Country nationals (PCNs). The employees from the host country where a subsidiary or MNC may be located are called host country nationals (HCNs). Finally, there will be third or other countries which may be the source of labor, finance, research and development, and the employees from these countries are called third country nationals (TCNs) (Scullion 2007). These all three groups of workers or at least the first two groups of workers will normally be recruited by MNCs, to fulfill job needs as well as on cultural and ethical grounds. In host countries, there will be different religions or cultures, and if the MNCs without understanding their uniqueness and importance, ignore workers from these backgrounds, it will lead to the failure of the recruitment process, as the whole organization will come under fire. So, according to Scullion, MNCs should include and engage HCNs in their functioning, so that discrimination charges are nullified and also appropriate employees are recruited. Otherwise, as stated in the textbook, companies may indulge in downsizing, leaving the remaining HCN overburdened. (Robbins, & Judge, 2009). This article by providing crucial perspectives about international culture and how it can be optimally tuned to engage workers, enriches the contents of the text book by discussing the how HCNs needs to be given more focus in the functioning of international organizations.
After the recruitment and apportionment is over, it is the duty of the organization to provide the employees an optimal working environment. In that environment only, employees will show optimum motivation and importantly job satisfaction. But, sometimes the organization will not be able to provide a best working environment due to various factors. This will surely bring down the job satisfaction level of the employees to bare minimum. With less motivation and job satisfaction, the employees will be hard-pressed to use his/hers physical and mental part to work effectively for the organization. So, according to me, job satisfaction only ‘functions’ and optimizes the workers, thereby optimizing their productivity as well as organizational growth. The text book has defined job satisfaction as a general attitude (not a behavior) toward one’s job; which could be a positive feeling about the allocated job based on the job profile. (Robbins and Judge, 2008). Allocation of rewards, incentives and promotions to the deserving and apt employees is an important strategy or approach that can improve job satisfaction to a higher plane. Although, textbook Organizational Behavior states that only one in five employee is satisfied with his company’s promotions and bonus plans, authors Robbins and Judge (2008) themselves counter this result by stating that employees with higher incomes still have “somewhat higher satisfation than those with relatively low earning”. That is, awarding the deserving and ‘success achieved’ employees will stick them to the organization, and importantly will motivate them to give better results. Also, rewards and promotions to deserving and ‘success achieved’ workers will motivate others to reach that status. So, the organization can quickly get across their own priorities, values, assumption, etc and importantly organization’s goals and profits by consistently linking rewards and punishments to the activities of the candidate. If a goal is set and the rewards part of the job is reveled before hand, then the workers will motivate themselves and will surely work in cohesion and importantly satisfaction to achieve success. So, higher the employees’ job satisfaction level, higher will be the organization’s growth.
Robbins, S. P., & Judge, T. A. (2009). Organizational Behavior. 13th ed. Upper Saddle River,
NJ: Pearson Prentice Hall.
Scullion, H. (2007). Strategic Recruitment and Development of the ‘International Manager’:
Some European Considerations. Human Resource Management Journal, 3 (1), 57 – 69