Free Essay Example - Management Psychology and HRM

Human resources have established themselves as a vital concept in corporate governance. It is considering the relevance that organizations have derived from the allocation of sufficient resources in their resource management processes. Management psychology has also been determined as a considerable concept that is presented during the implementation of the desired human resource (Bjokman & Welch, 2015). It has been a deduction of the key role that psychology plays in the selection, and recruiting of qualified personnel, and consequently effectively training them to the desired levels of the firm. Psychology aids in the related decision-making processes enabling the determination of qualified employees, who possess qualities needed to assuring fluency in operations at the firm. The target is to attain set levels of productivity, performance, and profitability levels.

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According to Guo & Ariss (2015), it is considering the different psychological tools that are used to form the basis for these determinations. It is considering the complexities that employee management at multinational companies has since portrayed over the years. This research would aim at analyzing the various approaches that have been previously considered in the human resource management policies utilized at multinational companies. A deduction of the psychological concepts that are in play to ensure the alignment of human resource priorities to the general functionality of all firm properties (Dumont et al., 2017).

Attention is allocated to the different human resource priorities established at individual firms (Ogunyomi & Bruning, 2016). Concentration on the level of expertise to be offered by recruited personnel to certain a recognizable level of competitiveness in the developing business environment. Attainment of this baseline presents the development of advanced psychological criteria in determining the levels of operational effectiveness possessed by acquired employees. Management psychology presents an understanding of the desired efficacy desired from the acquired human workforce concerning all operational functions allocated to them.

Research questions

• What are the crucial aspects of management psychology most relevant to human resource strategies at multinational companies?
• What are the already established human resource policies development approaches at multinational companies?
• How has management psychology impacted on all established human resource policies at multinational companies?

Research objectives and statement of problems

The main objective of this research would be to provide knowledge on how management psychology has been applied in Human Resource Management structures at multinational companies (Kianto et al., 2017). It would involve addressing all realized issues in the actualization of effective human resource management strategies resulting from the psychological view established by the management of multinational companies over time. Considering the developed expectations by associated multinational organizations on the attained levels of performance and effectiveness of their entire workforce

Attention has been allocated to the observed operational trends being established in the global business market. Considering the continuing technological advancements in various industries. Multinational companies are desiring to adopt these technological frameworks to their operational frameworks (Marler & Parry, 2016). The target is to be up-to-date and maintain a high level of competitiveness with rival companies. With the promise that these advancements offer in assuring quality services to their globally established customer base.

Literature review

, authors have derived an understanding of how management psychology has established as an important concept in human resource management. Availing knowledge on the sense of preference to attributes that exist in all resource management processes. Considering that more attention is allocated to staffing management at multinational companies. Human resource managers have since developed a sense of biasness to individual professional capabilities in alignment with the company's performance levels. Priority on the presented diversity on cultures to the varying geographical locations to which their branches are located (McNulty & Brewster, 2017).

An analysis is done on the professional ability that employees possess to assure the adaptation of desired innovations to their operational structures (Arulrajah et al., 2015). A psychological sense is developing on the need to import labour force equipped with the necessary knowledge needed to actualize these adaptations. It, after previous instances to utilizing local labour at parent nations offering a wide range of limitations to the level of fluency to operations observed. This preference for foreign labour faced with hostility from local workers and loss of sense of commitment to the firm (Aladwan et al., 2015).

Management psychology has led to the establishment of various human resource management approaches at multinational companies. These approaches have since shown to possess several advantages and disadvantages (Stone & Deadrick, 2015). Hence determinations are made on the most relevant to a firm's operational structure. The ethnocentric, polycentric, region-centric, and geocentric approaches having been established to developing multinational staffing policies. Psychology offering knowledge on the possible challenges to be faced with the implementation of developed policies.

Significance of the study

The study will enable an understanding of how corporate managers can regulate their psychological approaches to human resource management. This enabling rationality to all approaches considered in the composition to any multinational company's workforce. Evaluating all vital factors to be considered (Stone et al., 2015). Hence developing comprehensive policies effective to the firm's operational structure.

Methodology

In research, qualitative, quantitative, and mixed methods would be utilized in sourcing relevant data to arriving at conclusions to the study. The qualitative approach would involve a revision of previously approved policies at selected multinational companies. An analysis made on the basis of developing such policies and the relevance that has since been derived from these approaches, as suggested by Tung (2016). Analysis of several articles addressing the deduced approaches establishing the levels of adaptability to operational frameworks to a multinational company.

The quantitative approach involves deducing a specific number of employees absorbed to specific multinational companies. Concentration on the desired professional attributes observed to be preferred during recruiting. Interviews will be conducted on identified professionals absorbed at specific multinational firms. A deduced set of pre-established questions requesting needed information relevant to the research. Enabling establishments on the different levels of psychological biases to staffing management approaches at the considered company (Gallardo-Gallardo et al., 2015). Seeking information on how the various psychological concepts detected are in play with these processes

A combination of these methods would imply the use of the mixed-method approach. That combines both qualitative and quantitative approaches. Analysis of the data sources from interviews undertaken would enable the determination of preferences and criteria utilized in the human resource management processes at identified multinational firms (Newman et al., 2016). Identifying all psychological challenges that hinder the development of efficient strategies at the firm. This will enable the determination of how such instances could be handled (Voegtlin & Greenwood, 2016).

References

Stone, D.L., Deadrick, D.L., (2015), challenges and opportunities are affecting the future of human resource management. Human Resource Management Review, 25(2), 139-145

Guo, C., Ariss, A.A., (2015), human resource management of international migrants: Current theories and future research. The International Journal of Human Resource Management, 26(10), 1287-1297

Kianto, A., Saenz, J., Aramburu, N., (2017), knowledge-based human resource management practices, intellectual capital, and innovation. Journal of Business Research, 81, 11-20

Aladwan, K., Bhanugopan, R., D'Netto, B. (2015), the effects of human resource management practices on employees' organizational commitment. International Journal of Organizational Analysis, 23(3), 472-492

Marler, J.H., Parry, E., (2016), human resource management, strategic involvement, and e-HRM technology. The International Journal of Human Resource Management, 27(19), 2233-2253

Tung, R.L. (2016), new perspectives on human resource management in a global context. Journal of World Business, 51(1), 142-152

Ogunyomi, P., Bruning, N.S., (2016), human resource management and organizational performance of small and medium enterprises (SME's) in Nigeria. The International Journal of Human Resource Management, 27(6), 612-634

Bjokman, I., Welch, D. (2015), framing the field of international human resource management research. The International Journal of Human Resource Management, 26(2), 136-150

Newman, A., Miao, Q., Hofman, P.S., Zhu, C.J., (2016), the impact of socially responsible human resource management on employees' organizational citizenship behaviour: The mediating role of organizational identification. The International Journal of Human Resource Management, 27(4), 440-455

Gallardo-Gallardo, E., Nijs, S., Dries, N., Gallo, P., (2015), towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis. Human Resource Management Review, 25(3), 264-279

McNulty, Y., Brewstar, C., (2017), theorizing the meaning(s) of expatriate': Establishing boundary conditions for business expatriates. The International Journal of Human Resource Management, 28(1), 27-61

Arulrajah, A.A., Opatha, H.H.D.N.P., Nawaratne, N.N.J., (2015), green human resource management practices: A review. Sri Lankan Journal of Human Resource Management, 5(1)

Stone, D.L., Deadrick, D.L., Lukaszewski, K.M., Johnson, R., (2015), the influence of technology on the future of human resource management. Human Resource Management Review, 25(2), 216-231

Voegtlin, C., Greenwood, M., (2016), corporate social responsibility, and human resource management: A systematic review and conceptual analysis. Human Resource Management Review, 26(3), 181-197

Dumont, J., Shen, J., Deng, X., (2017), the effects of green HRM practices on employee workplace green behaviour: The role of psychological green climate and green employee values. Human Resource Management, 56(4), 613-627