Globalization in an organization involves integrating the strategies, processes, and operations of an organization into diverse ideas, services, and cultures ( Collings, Wood & Szamosi, 2018) . Globalization has influenced jobs in the organization in many ways. For instance, recruitment has been diversified. Eaton (2017), argues that the rise in globalization has made the company interact with the stakeholders and customers from diverse social backgrounds, languages, and cultures. HR management has respondents to this quest by hiring workers from correspondingly different backgrounds ( Yamao & Sekiguchi, 2015) . The organization taking place in diversity recruitment ensures that the value of the job is realized by recruitment.
Again, greater emphasis or the training. Because of the globalization in the HR management, people seeking jobs are subjected to intensive training before getting the posts, or before getting promotions. Eaton (2017) reiterates that the purpose of intense exercise is focusing on the professional and needs competencies of the people seeking jobs and those that are already working. The HR management has responded to this by adopting the modern technology of ensuring that every worker is updated. Lastly, push for professional development. This involves providing workers with the opportunity of achieving career-related goals. The HR management responds to this by introducing the idea of specialization in the organization ( Collings, Wood & Szamosi, 2018) .
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How a strategic HR function can impact Union and Non-union Employees in an Organization
There are two types of organization, one is Union, and the second is without unions. In a non-union working environment: Businesses used to make all guidelines, to set all wage rates, and settle on choices on things, for example, teach advancements and hours of work. There is no voice of the employees or workers. In the union working environment: The cost of the association with the business for a contract is being bargained and afterward guarantees that the agreement is signed ( Eaton, 2017) . The collective commitment is an agreement. Arrangements are authoritative records amongst you and your boss who comprehend the wages, advantages, and principles of business .
Management an- worker relations in the non-union association are active. In such foundations, the administration can adopt a useful strategy to build activity fulfillment and persuade representatives to enhance efficiency. The degree of loyalty is high for the worker, and representatives are allowed to talk about their issues and concerns straightforwardly with management (Tenzer & Pudelko, 2014). The employees have high fulfillment rates and can control the rate of employee turnover by adopting robust control systems to build job satisfaction and to motivate the representatives. The business can undoubtedly actualize the change, and there is a low level of the protection of the resistance to change. The feeling of care is regularly observed in non-union associations.
However, the existence of HR in an organization impacts the laws that work in support of workers' interests and offer assistance. The division of wages and hours controls this act, and bosses are required to pay the employees, who in any event, don't get an exception from the federal minimum pay permitted by law and extra hours or overtime payment of 1.5 times the regular pay rate (Tenzer & Pudelko, 2014). The approach also ensures positive employees’ relation such as;
Participation in essential leadership, particularly in cases identified with specialists.
Urge people to impart their work to each other.
Support the group's motivation in the specialists.
Make successful correspondence channels with laborers.
See all laborers similarly, and just execution is the best approach to get advancements and professional success openings.
The Knowledge, Skills, and Competencies needed from competent strategic HR Practitioners
There are numerous aptitudes vital for efficient human resource practitioners . A practitioner should have communication skills as one of the essential skills. Communication skills are necessary as it makes it easier for the HR practitioners to interrelate with the workers in looking for means to address their desires as well as communicate the company’s policies to the staff as well as with other policy developers ( Giapponi, 2015) . Communication skills play a crucial role in motivating, recruiting, and retaining the works to keep emphasizing to the goals and objectives of the organization.
HR practitioners also need constant learning to progress their skills and knowledge in the HR field. This continuous learning improves the practitioner’s aptitudes and assists in addressing the evolving and imminent matters relating to the administration of human resources. Practitioners must also have critical thinking skills to be in a position to analyze, address, and resolve the conflicts that may arise among the workers and amongst the organization and the staff in a friendly way ( Rodrigues, Sbragia, 2013) . Besides, HR practitioners must also have robust ethical foundations and have exceptional organization skills to guarantee smooth and well-organized operationalization of the HR and ensure that integrity is pragmatic in all the cases.
Major factors a strategic HR practitioner must consider when managing a Global Business
Cooperation and coordination of global teams constitute a significant origin for crises. Global group practitioners face difficulties in disseminating authority due to the different attributes of group members. Organizational HR departments are confronted with practical issues ( Yamao & Sekiguchi, 2015 ). Such matters include the recruitment of team members, selection, development, evaluation, and compensation. Therefore, they exploit the impact of managing global teams on individuals. There are differences in functional objects of a traditional HR department in an organization and employing workers from different nationalities. International management necessitates an entirely different management process from that of a conventional management organ in a company . Therefore, the global process is characterized by concerns such as managing expatriate employees. The implementation of international management principles also describes it. Additionally, it is affected by the adoption of good management practices of people in different countries with organizational subsidiaries ( Rodrigues, Sbragia, 2013) .
The management is required to adapt organizational policies for various in managing these global groups. However, these policies may be cumbered with difficulties in application. Rodrigues & Sbragia (2013) also stipulate that people management policies have often be characterized by inflexibilities, failure to deal with differences, and weak regard for individual objectives. Therefore, all these policies fail to meet observation.
Referencess
Collings, D. G., Wood, G. T., & Szamosi, L. T. (2018). Human resource management: A critical
Approach. In Human Resource Management (pp. 1-23). Routledge.
Eaton, J. (2017). Globalization and human resource management in the airline industry .
Routledge.
Giapponi, C. (2015). Workplace Challenges: Managing Project Teams and Flexible Work Programs. Organization Management Journal , 12 (4), 208 208. http://dx.doi.org/10.1080/15416518.2015.1115229
Rodrigues, I., & Sbragia, R. (2013). The Cultural Challenges of Managing Global Project
Teams: A Study of Brazilian Multinationals. Journal of Technology Management &
Innovation , 8 , 7-8. http://dx.doi.org/10.4067/s0718-27242013000300004
Tenzer, H., & Pudelko, M. (2014). The Power of Words in Multinational Contexts: The Impact
Of Language on Power in Multinational Teams. Academy Of Management Proceedings , 2014 (1), 10885-10885. http://dx.doi.org/10.5465/ambpp.2014.10885abstract
Yamao, S., & Sekiguchi, T. (2015). Employee commitment to corporate globalization: The role of English language proficiency and human resource practices. Journal of World Business , 50 (1), 168-179.
