Solution

4.0 Section 3

4.1 Challenges facing people practice managers in international organisations

In modern business environment, operating in international business environment exposes an organisation to different challenges. As a result of this, People Management (2022) argue that organisations and people managers have been prompted to respond and rethink on their operations. As evidenced in CIPD (2023a) the people practice managers roles is already a major issue impacting on capacity of building trust, psychological safety and cohesive teams. These issues leads to immense challenges for people managers in executing their functions. This is complex when a layer of international operations is included. The set of challenges can be evaluated in the following dimensions;

Influence effective communication practice in international organisations

Similar with the concept of creativity, research strategy on communication in the multicultural teams is more prevalent despite of being more nuanced in past years. According to CIPD (2021) specifically owing to long-overdue surge in the language differences on teams communication. One of the studies by Morrison-Smith and Ruiz (2020) noted that organisations reaction to language barriers impact people practice managers trust level and eventual trust-based relations. The findings in the research hypothesised that members who are not speaking the team shared language are in some instances not appreciated for possessing high-level technical skills and are noted as lacking the capability. The negative attributions impact on judgement on their overall trustworthiness. It would be instrumental for colleagues fulfilling their share of group tasks, lack of a shared language proficiencies and eventually lacking competencies jeopardising the process.

Further, according to Tenzer and Pudelko (2020) the simplified linguistic misunderstandings could contribute to unachieved expectations. Further, the dependability or lacking it thereof impact on the influences of the relationship of language barriers and judgement level of trustworthiness. In other words, when a colleague has misunderstood people practice managers instructions and eventually fail in completing what they are required of, they could be noted to be limitedly dependable and hence less trust. In conclusion, as evidenced in Tenzer et al. (2021) which note that initiating a cohesive organisation culture is a challenge since global teams increase in their diversity. The rationale of this is that language barriers could lead to challenges employees communicating in the different teams which hinder critical opportunities for collaboration. Failure of people practice managers to address the communication and cultural issues could contribute to an increased misunderstanding and alienation not prioritised. The various cultural contexts could lead to challenges in building shared norms and values.

Effective management of performance in international organisations

According to Tahir and Egleston (2019) a set of challenges are linked with an evaluation of expatriate performance management. These issues tend to be varying in different organisation. Nevertheless, from the reviewed literature, they have in-depth identified the indicators of performance management issues. For instance, Torkkeli et al. (2019) note that the performance management systems are not found working similarly in domestic and international market. The evident environment variations include varying growth levels, prompt environment and differences in performance. Put simply, the international performance appraisals are supposed to be uniquely implemented for every expatriate manager. As evidenced in Surdu and Narula ( 2021), the time differences and local infrastructure has a direct implication on the level of performance and appraisals. This is specifically the case for the expats who work in their underdeveloped nations. By adopting the power distance theory of Hofstede, Mittelmeier et al. (2019) note that staff capacity for adjusting the organisation culture in a particular subsidiary and broad culture in a new nation potential impacting performance levels. An appreciation of local organisation culture by HR teams, management teams and employees is facilitating development of measurable international performance management system. Further, people management could lead to issues in delivering of inconsistent feedback. According to Tan (2020) the mixed messaging and shift on types of employees evaluation approaches leading to confusion and resentment of staff hence distracting performance management reports. From a general context, lacking an elaborate strategy represent a significant challenge leading to performance management issues. This also contribute to lacking an elaborate strategy for achieving their set goals. Through internationalisation, having a holistic strategy would provide the people managers in measuring organisations success in goals and alternative tactics when existing activities are not effective.

Justification of the need for Flexible Working Initiatives in international organisations

Owing to the significant increase in employees remote working in the last two decades, evidence-based of geographical dispersion of multicultural teams have increased. As evidenced in CIPD (2021)…..

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