Introduction
Dramatic changes contributed to the evolution of MNCs in the world.1 World level network of organizing roles and activities heightened the need for cross-functional interdependence; increase the role of human resource manager. It shapes a culture of external linkages. This facilitates the integration of internal and cross functional relationships. The global network settings further increase the complexity of the system.2
Shift to Strategic Global HRM
Human Resource Management concerned mainly the short-term implementation of personnel policies in legal and labour market policies in tradition times; focused on instrumental applying techniques, performance assessment, education and training. Now there is a fundamental change in this approach and shaking up the internal organization. Organizational design, its structure, composition of functions and tasks, are more important.3 This involves successful managing of international human resources,4 and the shift from SIHRM to SGHRM is crucial to the needs of organizations.5 It can be used the tangible network design elements and emphasize the social infrastructure and human activities.6
Role of HR Manager
Universal HR managers are required to enact systems7 and are obliged to manage collaboratively, within their individual organizations. Shift to intangible dimensions of strategic global HRMs role orientation in global networks is shown in Table 1.
Table 1
Transformation of intangible dimensions of human resource perspectives
Table 2
Modes of strategic human resource leadership within a global network environment
Traditional SIHRM perspective is dominated by control and monitoring issues and structural aspects of HRM hierarchy. The shift in HRM perspective is a logical extension of the movement toward a more decentralized decision-making perspective in global organizations. The four modes of SGHRM leadership, shown in Table 2, provide the necessary flexible networking capacity needed among members in a global organization.
Competencies Required for SGHRM
Important managerial competencies relevant for SGHRM are:
Relational competence is through consensus building, accountability charting, conflict management, performance contracting and innovation management;
Managerial competence to design creative human resource allocations, negotiate concerted strategies, and structure multiparty relationships;
Symbolic management of global network, cohesion through shared values and meanings in human resource management systems;
Motivational leadership to demonstrate and share skills at joint human resource management problem solving;
Cross-functional competence in auditing managerial loss of control and difficulties in assessing network accountability in terms of human resource management adaptations.
Integrated Personal Development
This is gaining ground today offers useful alternative methods compared to coaching and mentoring. The integrated approach is highly beneficial for most people to help them cope with the demands of a global human resource management.8 Figure 1 explains the four different areas of Integrated Personal Development.
Human Development
It is a lifelong process over a number of years has stages of developments like, brain, motor, cognitive, social, self-concept, basic trust, and emotional development.9
Humanistic Theories
Humanistic theories help individual to have a better understanding of self which then can be extended to others. This consists of humanistic approach, humanistic theories, acceptance and empathy, humanistic perspective purports and humanistic psychologists considering mental health.
Neuro-linguistic Programming
This aspect gaining ground globally; is to bring about a better mental maturity coupled by better communication skills that promote good inter-personal relations.10
Energy Psychology
It is a technique that combines eastern approaches to western psychology and psychotherapy ideas. This achieves observable and measurable results11, 3 include worries, fears, anxieties and phobias. Painful memories, grief and traumatic experiences, stress, burnout, exhaustion, anger, rage, resentment, irritability, moodiness, sadness, depression, insecurity, low self-worth, relationship difficulties, performance issues, and limiting belief are also considered.
Conclusion
Massive transformation is seen in human resource management due to globalization. This has led to greater emphasis on acquirement of new skills to compete with the global demands. A shift towards this has paved the way for better management of human resources. Success of a flexible global human resource management system rests on human resource manager’s ability to assert leadership, identify and clarify key roles in the global network, and facilitate building the culture of increasing social capital. Thus HR manager of today, in a better position, affect a sea change in the employees’ attitude to eventually compete with demands of globalization.
