Global Human Resource Management of Royal Dutch Shell

0 Comment

One such model is that of Guest (1987). The model presents that HRM policies ought to work towards the achievement of valuable outcomes, including strategic integration, commitment, flexibility/adaptability, and quality. The organization/job design policies are expected to yield high job performance for the organization. the effective management of change will garner strategic integration, high problem solving, change, and innovation. exceptional recruitment, selection, and socialization are aimed at yielding commitment. effectual appraisal, training, and development is expected to lead to flexibility/adaptability and high-cost effectiveness for the organization. and an effective rewards system and communication will lead to quality, low turnover, absenteeism, and grievances. These are captured in the table below:
&nbsp.It may also look into these business cultures’ commitment and sense of duty to the organization, respect for managerial hierarchy, type of leadership, and other ethical norms. Armed with such knowledge, Royal Dutch Shell’s expatriates can definitely influence the expectations of its expatriates and help in their adjustment to the new work environment (Hofstede, 1983).
In addition, business culture communication styles should also be assessed by Royal Dutch Shell and the manner through which corporate values and organizational culture are transmitted. For instance, is it through socialization? In some cultures, the exchange of favors, information sharing, and friendships.&nbsp.Using this framework, it is possible for Royal Dutch Shell to identify differences in responses to management styles, organizational preferences, and motivation patterns. There are some distinct differences that can impact on the way in which managers from different cultures may behave and perform in a team.