Since the growth of these new demands, spurred on by increasing competitiveness and globalisation, the level of involvement the human resources departments have had to take has grown. Unfortunately, in many cases, this growth has not yet been matched by the level of competency or unbiased behaviour.
Problems also arise when comparing the differing perceptions that international employees may hold in regards to different subjects such as sexual harassment and discrimination (Day, 2). This can present problems in many ways. For example, customs that are acceptable in one cultural group may not be so while interacting with another group. However, these differences may not be readily available as laws may not yet have been established referencing such behaviours. In these times, the human resources department must begin acting as an impartial mediator to resolve these differences fairly between all parties involved.
Today's business world appears to be growing smaller and smaller as businesses grow larger and larger. As companies and organisations become more global, they begin entering markets on an international scale. This globalisation requires buildings to be constructed on foreign soils, diversity in ethics, management, and policies. The competition derived from the new global market has sent businesses into a new race to gain a competitive advantage against both local and foreign industries. During this race, companies must begin redefining internal questions such as: management ethics, hiring and training policies, and company diversity. While many of these matters can be resolved quickly within their own local markets, meeting such goals when entering a foreign market is no easy task; human resources departments must conduct research on the new market to see where the advantages and flaws within the existing organisation can fit within a new market (Noe, et al, 534). Additionally, keeping such decisions and appraisals from a human resources department objective and unbiased is becoming immensely important. While most businesses have implemented policies and procedures that will help maintain the department's objective integrity, the current methodologies may not be enough. This paper will outline several current methods of keeping a human resources department unbiased, any current problems with the currently employed methods, and propose new methods based on such findings.
This study will outline the current methodologies of human resource management in various organisations of differing sizes. While this paper will touch on topics such as the importance of unbiased and objective behaviours, the focus will remain on how a human resources department in general can offer unbiased appraisals, enforce such unbiased behaviours, and remain objective despite cultural, legal, and economic differences from each region of business.
Although this study must briefly describe the importance of such unbiased behaviours and describe the current levels of such behaviour, much of this paper will focus on global organisations: those businesses that are currently operating in multiple parts of the world. However, in addition to this will be an outline of proposed resolutions for