Free Essay: International Human Resource Management

Introduction

Over the past few years, companies have been struggling with prevalent complexities in the corporate environment. The forces that facilitate globalization compel companies to expand their diverse operations past the national and local boarders so that they can achieve and maintain a good competitive edge. Actually, oversea investments make it possible for global firms to achieve optimum benefits from their projects and to maintain consistent development and growth. To multinational entities, human resources no longer serve the supportive function only; they have also evolved into the asset of the organizations with great strategic importance.

As such, relative policies and practices are important mechanisms that help in the coordination and control of organizations’ international operations. The systems of human resource and values have influence on the general well being as well as the decisions that individuals make within organizations. It is certain that human resources now play a vital role of transferring the organizational culture abroad. Nevertheless, it should be noted that there are instances where these resources pose constraints when it comes to implementing vital operations abroad.

This paper presents a detailed concept evaluation in relation to the management of international human resource against the explained background with close reference to Dell Company. Dell Company is a multinational entity that has implemented different projects in different parts of the world successfully. It seems that its business strategy and culture are important because they affect its performance directly. The paper starts by discussing corporate and national culture of the company. This is followed by the analysis of the practices of the human resource as well as the business of this company and how they are affected by a country’s culture.

The strategy for international business of this firm is then evaluated. Strategic management practices for international HR are also highlighted. Additionally, the paper discusses the international rules and standards that are applicable to this company as well as its development and training needs. Finally, the paper evaluates the programs that this company has for global compensation while suggesting the ideal strategy for performance evaluation that can be used by the company in appraising managers.

Dell’s National and Corporate Culture

Dell has a complex corporate and national culture. Its culture comprises of ethical, social and behavioral norms which come from the attitudes, values, priorities and beliefs of its workers. In terms of the purpose and values of this company, Greiner (2004) notes that Dell aims an enhancing and sustaining positive growth. For this to be achieved, Dell focuses on the activities whose outcomes affect the whole community’s well being positively.

As such, it aims at ensuring that all populations enjoy maximum benefits from the technological products that it produces. Additionally, Dell encourages its workers to maintain optimism and openness. This makes it possible for the company to benefit from the broad knowledge base of its employees. Essentially, the company emphasizes on integrity. It ensures that all operations are morally and legally acceptable. Hill (2012) state that, it is possible to sustain such values and they support development and growth of multinational companies. When put in a different way, they are important because they make the operations of multinational businesses successful.

The program for managing career in this company is comprehensive. Its objective and aim is to establish and improve the capacities of employees (Hoffman, 2007). As such, the company recognizes that it can only achieve and sustain its desired development and growth by empowering its employees. Dell has succeeded in improving its competitive advantage and overall performance by developing the employees’ capacities. It attains its desirable status via on-job experience. The expertise and skills of employees are sharpened by relative exposure. It also exposes employees to various practical settings so that they can exercise their theoretical knowledge.

The company has also attained this by formulating and implementing talent groups. These groups form a program that recognizes employees who possess unique talents. The program employs practical measures that nurture such employees accordingly (Holzner, 2005). The program also gives respective employees a chance to learn from others as they perform their duties. The company undertakes sessions of periodic formal training to familiarize employees with the dynamics and trends that the modern industry presents. This promotes efficiency while contributing to the competitive advantage of the organization directly.

Effective communication is valued by this company. The organization recognizes that effective communication is important for the realization of the organizational objectives and goals. In terms of language, the company uses English for communication. Effective communication is used in resolving emergent issues as well as enhancing employees’ performance in various ways. According to Cone (200) in a review, the communication policy of Dell advocates for sharing and listening. Leaders at Dell are inspiring. They provide an appropriate environment for employees’ communication. Leaders use team environments in identifying anomalies which may lead to far-reaching implications in terms of external and internal relationships. The management gets vital feedbacks about different organizational concerns via open forums (Cone, 2000). Employees are able to respond to clients’ needs in a timely and effective manner due to their inherent openness.

The basis of Dell’s corporate responsibility activities is the idea that future generations are also important. As such, they should be allowed a chance enjoy the benefits of the current resources. In particular, Dell initiates different community projects with an aim of empowering the local people. This company builds communities’ capacities via social innovation. It also enables communities to easily address emergent concerns. In terms of concern for the environment, Holzner (2005) notes that Dell engages in green manufacturing, sustainable packaging and products recycling.

These are important practices in terms of environmental conservation and protection of human settlements. Additionally, the ethical code of this company is comprehensive. It underscores the values, practices and policies that must be upheld by employees. The code complies with various regulations and rules that govern the company’s operations at various levels (Mateyaschul, 1999).

In terms of performance’s management, this company uses meritocracy. According to Luthans and Doh (2011), this approach enhances the recognition of the efforts as well as the contribution of different employees towards the company’s well being. Additionally, the management has programs for rewarding the employees who depict exemplary performance. Apart from salary compensation, the company has a system for rewarding employees. This system recognizes employees’ efforts at varying levels. The system also allows exceptional development and growth opportunities for the employees (Palmer, 1999).

In evaluating employees’ performance, Dell reviews every employee’s contributions on the basis of quality and quantity. The company reward employees who come up with quality products as well as those who possess properties that are in line with team goals and corporate initiatives accordingly. The company has a participative leadership model that acknowledges the essence of good performance.

The Impact of Cultures on the Business and Human Resource Practices

As illustrated earlier, business expansion and practices of the human resource in different geographical regions have different implications on respective cultures and businesses. These have negative or positive aspects and they have different effects on business performance in certain locations. Various national populations’ facets depict varied cultures and they uphold varying cultures while exercising different types of management styles. As such, some factors are specific to countries that need managers to take specific approaches for effective implementation of organizational objectives. Apparently, different management practices should be applied in different cultures.

Although this company has succeeded in the internationalization process, the practices of its human resources as well as business operations are affected differently by cultures that different countries have. To ensure continued development and growth, the company assumes vital cultural aspects that are prevalent in these countries. Verbeke (2009) argues that the company takes a sustainable approach to ensure that it thrives and survives. Essentially, localizing some aspects of its practices enables it to conform to the national demands of different countries in order to survive within competitive environments.

For instance, within paternalistic environments, the expectations of the populations are that managers will assume vital roles that pertain to protection, nurturance, and employees’ guidance. Redsan and Wilkinson (2008) note that cultural groups in Asia assume this cultural aspect. This is also the case for cultural groups in India, China, Japan and Korea. This is different from the perception that western populations have. Their view is that paternalism is authoritarian and it is therefore undesirable.

There are direct impacts of paternalistic practices on organizational relations. Most importantly, the practices encourage the formation of structures and bureaucracy. Information flow in organizations that embrace it is usually top-down with distinct relational boundaries between the employees and the management. This has disadvantages because it compromises employees’ ability to build and maintain positive relations.

In some countries like Greece, studies indicate that a large percentage of companies are family owned. This means that family ties are valued by the employees of this region. It also means that advice from outsiders is not trusted. This has several implications on business’ ability to easily perform operations. It is no doubt that immense efforts are required to venture into a market. Significant resources have to be used in marketing products among the local populations (Hill, 2012).

Additionally, the practices of the human resources are impacted on by this culture. In this regard, emphasis of the recruitment process is on the academic performance of the applicants. Instead, experiences and recommendations of the potential employees are recognized. Tension that might hinder effective performance is triggered by this kind of an environment. As such, managers find it hard to conduct open appraisals. This is because strained relations cause tension. Effective performance is undermined by the failure to disclose appraisal information and this can hinder development efforts.

Industrial relations form a vital aspect of a country’s culture. In this regard, Peng (2013) shows that in some countries, industrial relations are regulated by stringent provisions of the law and they uphold a collective bargaining. Additionally, these provisions give the state the power to intervene whenever this becomes necessary. In cases where state intervention is required, the government is allowed to ban any industrial activity or to implement an income policy.

If there is no effective governance of issues that pertain to any industrial activity, relationships will be strained and this will eventually make it hard for companies to run operation in different countries. It is therefore important to appreciate the instrumental role that is played by state governments in determining citizens’ income. As such, they compel the state to offer compensation packages that are aligned to the provisions of the state’s law. The company’s performance is undermined where these packaged are more than those of the home state.

Dell’s International Business Strategy

Dell and Fredman (2006) note that, the strategy of this company is of a cost-leadership nature. This can be noted from the cost proposition, excellent policy for delivery and unique customization which have a significant contribution to its international success. In responding to the business environment that is becoming increasingly competitive, Dell adopts a unique, dual-strategic approach. To satisfy the needs of its diverse clients, this company engages in product differentiation while using its skills in cost-leadership activities. Its inherent diversification plays a vital role when it comes to opening up new opportunities as well as strengthening company’s synergies. The company is able to achieve its competitive edge by adopting a dual approach. It also enables it to maintain optimal performance within the dynamic environment where it operates.

In terms of the business strategy of this company, Perkins and Shortland (2005) notes that, the global clients put specific emphasis on products quality and cost. With this knowledge, Dell focuses on differentiated and cheap products. This strategy’s main goal is to develop products that possess features that improve quality performance. As such, efficient production is aimed at the elimination of unnecessary costs as well differentiation that provides unique value to the products. This strategy plays a very important role of enabling Dell to operate effectively in an environment where technology keeps changing. It also makes it easier for the company to address changes that it faces within its industrial niche. Dell and Fredman (2006) observe that this approach also challenges the competencies of employees while encouraging flexibility.

Dell knows the essence of providing customized goods and services. Peng (2010) notes that this is very important because it enhances sales especially with consideration of the fact that this company targets a global market whose needs are diverse. For enhanced flexibility, the company implements measures that expand its network by linking its supply chain so that it can reach more customers. This enhances communication between all parties that are involved while allowing employees to identify management problems as well as address them properly. According to Briscoe and Schuler (2004), open communication strengthens relationships in an organization.

The global business strategy of Dell considers the essence of diversity and culture. Caligiuri, Lepak and Bonache (2000) in a consultative research indicated that employees are ideally drawn from varying cultural backgrounds in an international business. This is due to the fact that the projects that are initiated by the organization cover different regions geographically. These regions have varied cultures. With employees from different cultures, the company is able to implement and improve acceptance of its projects in different communities.

Apart from embracing cultural diversity, this company appreciates women for their contributions as well as the minority populations and their well being (Greiner, 2004). As such, apart from offering employment opportunities to these groups in the organization, Dell extends assistance to them vial social corporate initiatives. For instance, in China, relative programs enable women to take up managerial positions in the organization. These groups are empowered by community projects which also address poverty whose impact is felt by the entire society.

Complete quality management is highly emphasized by Dell’s leadership (Greiner, 2004). With this principle in place, employees are responsible for ensuring that the needs of clients are satisfied properly. The principle encourages continued enhancement of products, services and processes of this company. As such, Dell depends on problem solving and data driven strategies. This has impacted on its organizational performance positively. It enables the company to cut costs, reduce the overall time that is taken while introducing new products as well as to enhance clients’ satisfaction.

Additionally, relative systems improve creative abilities. This ensures that the quality of the company’s products go beyond the expectations of the respective clients. The assertion of Dell and Fredman (2006) is that Dell is distinguished from competitors by its unique differentiation. Essentially, it lowers cost while eliminating inefficiencies. This enables the company to provide products whose performance is better due to their features at reasonable prices. Additionally, the company is more flexible due to this strategy. According to Cavisgil, Knight and Riesenberger (2008), flexibility enables Dell to identity new opportunities with ease. It also uses it in enhancing products’ performance.

According to cone (2000), apart from producing desktop computers, Dell offers other products that include printers, mobile devices, software, consumer electronics and storage facilities. As such, the firm generates about 40% of the overall revenue from its secondary products. This company is able to capture a large electronic market by offering quality products at reasonable prices. For successful operations, Hoffman (2007) notes that Dell monitors clients’ reaction to its products before it continue producing them. Constant clients’ feedback enable this company to identify its mistakes and to respond to the needs of customers properly. This enables it to embrace streamlined processes and technologies as well as to ensure that its final products meet high value standards.

Strategic International Human Resource Management in Dell

For effective implementation of business strategy, Dell pursues the practices of international HR management. Simply put, it aligns the practices of human resources with business strategy. The company depends on multi-cultural teams’ work efforts. These teams possess multiple competencies as well as different levels of experience. Additionally, they have different cultural background. The teams have individuals who can speak different languages. Usually, their cultural attributes reflect geographical areas where they come from. As such, although the company uses English as its formal language, there are specific languages that are used by employees to communicate with local people. For instance, in China, the employees communicate with local people using the Chinese language while performing their duties.

To ensure continued innovation and effective performance of employees, Dell engages in international development and training. This is based on regional conditions which can be synergistic, centralized and/or local. Holzner (2007) in a review indicates that during training, the company imparts important competencies and skills in the employees so that they can perform effectively. These employees undergo cross-cultural and leadership training as well. Through this training, the employees are equipped with relevant capacities for addressing emerging challenges. As illustrated earlier, creativity is created through this activity and this places Dell ahead of competitors. Indirectly, this encourages development and growth in various ways.

Additionally, Dell conducts employees’ performance appraisals within host countries. National standards in these countries are used in devising these appraisals’ benchmarks. Essentially, Dell and Fredman (2006) give an explanation of performance appraisals and how they enhance employee competencies’ review by the company, their motivation level and behavior. Appraisals are insightful and informative during decision making in regards to intervention measures that should be taken by the company in order to align performance of the employees with the company’s strategy as well as to reconcile differences.

For instance, in Asian states, employee appraisals highlighted performance deficiencies. In addressing this, the company intensified training of the employees in this region as a way of improving their capacities as well as boosting growth (Hill, 2012). On the other hand, employee appraisals in China indicated that the inability of the employees to sell products of high quality was the main challenge faced by the marketing personnel. Dell opted to supply products of low quality to this part of its market.

In terms of recruitment and selection, Dell considers the role and importance of the local populations. As such, it depends on expatriates’ managerial services in its initial steps of establishing new subsidiaries. Lowther (2006) notes that, expatriates have played a vital role in this company because they have instilled corporate culture of the Americans in the other employees. After achieving this, they go back to home countries where they continue offering the company’s services. Through this strategy, Dell has been able to reduce cost that is associated with increased compensation packages.

While managing international rewards, this company acquaints with systems of national employment as well as the employment law of certain countries. Specifically, Dell explores fluctuations of currency in relation to upfront benefits. This guides the company in making sound decisions on the basis of informed thoughts. It also facilitates making accurate predictions on its performance.

International Rules and Standards applicable to China’s Dell

There are different regulations and rules that govern the development and manufacture of technology products in different parts of the globe. Relative standards are applied to guarantee high quality for the manufactured products and to meet the needs of clients. Through the regulation of vital decisions made by companies about product valuing, these rules prevent clients’ exploitation cases which can greatly affect the holistic customers’ well being.

Additionally, these regulations offer protection to innovators’ patent rights while ensuring rightful compensation for their work. Hoffman (2007) in his study ascertained that Dell’s products’ quality meets the global standards in terms of product safety and electromagnetic compatibility. Additionally, this company adheres to the controls of the national regulatory board in China. In addition to this, the products that this subsidiary sells are affected by other international standards and rules.

For instance, the Ecma standards affect design considerations which should be followed by this company in order to make its products environmental friendly (Greiner, 2004). There are clear guidelines of this provision in relation to energy efficiency, product packaging, hazardous substances, material effectiveness, chemical and noise emissions, consumables and batteries among others. Mateyaschuk (1999) observes that these provisions limit the set standards to the product’s environmental performance only. They promote environmental sustainability by minimizing the effects that these products have on any environment.

The Occupational Health and Safety (OHSAS 180001) is a standard that provides specifications for safety and health requirements that should be met by electronic products. Dell uses these guidelines to minimize risks that relate to occupational health as well as performance of employees. The company safeguards the welfare of employees while reducing costs that come from the harmful effects of its products. It is vital to mention that the standards of ISO 9001 apply to this subsidiary. Briscoe and Schuler (2004) argue that, this company is able to mitigate varying types of risks using this regulation. Additionally, the regulation supports lean production while guiding the firm by eliminating complex processes in its business system. It is clear that this company drives costs that relate to sale and production of electronic products out.

In terms of production safety, Lowther (2006) shows that the standards of product safety offer vital benchmarks which products are supposed to meet. It is important to conform to these standards in order to prevent hazards that can be caused by mechanical, thermal, electrical, as well as radiation conditions. These standards apply during the processes of testing products and designing different equipment that are usually non-informational. Products have specific safety requirements and they include vital standards that should be met by every product. Dell adheres to these standards while ensuring that it produces safe products for its consumers.

Training and Development

As illustrated earlier, contemporary organizations have several complex challenges to overcome. These require comprehensive interventions. According to emergent research, the contemporary turbulent environment requires companies to use the expertise and competencies of the employees in order to survive (Luthans & Doh, 2011). As such, global firms invest in building employees’ capacity. This enhances innovation and creativity which enables respective companies to easily address different challenges. When a company educates employees, it enhances efficiency in performance which improves productivity in the organization. Dell employees have different development and training needs all over the world so that they can sustain development and growth of this global company.

According to Hoffman (2007), Dell acknowledges the importance of education in ensuring successful operation. The company emphasizes on education, training as well as employees’ career development. Indirectly, developing employees’ capacities assists the company in cushioning itself against side effects that globalization can have on it. Additionally, this company shares expertise and resources with communities in the countries where it operates. As such, apart from empowering the employees, the company addresses various development needs that the locals might have. Nevertheless, some specific development and learning needs might be vital in equipping the company’s employees with adequate skills and knowledge. When these are addressed properly, they enhance the organization’s overall productivity.

Within Europe, the focus of this company should be on improving the employees’ management capacities. This is very important because it enhances leadership competencies. Specifically, the United States employees should also be offered adequate leadership competencies. Being the expatriates, they need these skills because they make executing duties easy for them. As such, employees from the United States are worth appreciating since they offer vital expatriate services in all places where this company starts subsidiaries. Therefore, it is vital for this company to improve their management skills. With this in mind, the focus of education programs should be on equipping the expatriates with vital leadership skills as well as enhancing individual effectiveness and instilling business sense in them. Additionally, in this region most operations are based on management. Therefore, the output of employees is improved when they are equipped with important or relevant skills.

Regarding the eastern region states, the company ought to establish performance competencies. The emphasis should be on training and education in order to improve the employees’ innovative skills so that their efficiency can improve. Relative capacities should also be improved in order to diversify the operations of the company in the region. As such, instead of focusing on the business operations only, the company should establish manufacturing plants in this region.

In addition, the company’s employees in places like Asia and China need information about services and products’ customization. According to Korzenowski (1999), products’ customization plays a very instrumental role of ensuring quality. Studies have shown that clients within this region have diverse needs. Putting more emphasis on the quality of the products will enable the employees to address the unique clients’ needs while improving organizational performance.

Every employee who enters the organization ought to be allowed an induction training opportunity. This is very important for the host country because it has a culture that is different from the American culture. According to Peng (2013), the aim of induction training is to familiarize the employee with organizational expectations. Via this training, the employer also identifies the employees’ needs after which they are addressed accordingly. This ensures that employees maintain high performance once they start executing their duties officially.

During induction training, new employees are supervised closely by experienced staffs. They are literally, taught how to perform their duties. They also get a chance to practice doing their work. The aim of the coaches at this time ought to be to enhance a sense of belonging to the Dell team among the new employees. This way, their loyalty can be earned and they direct attention towards realizing the objectives and goals of the organization.

Essentially, information about Dell products should be availed to the new employees including software applications. This makes employees conversant with different properties of the products of the company. With this knowledge, the employees can face clients with confidence and address different concerns effectively. Additionally, employees can also make informed decisions after this training. This is very important because it enhances efficiency while enabling the company to minimize complaints. Additionally, it makes employees accountable for the decisions that they make (Luthans & Doh, 2011).

In terms of staff development, this company’s employee base undergoes classroom training and online training. As such, the company ought to inform new employees about the orientation kits. There are alternatives for DD ROM delivery as well as the use of web-based applications and other issues. Employees get essential skills via these sessions which make applying new knowledge while executing duties possible. Pursuing these courses equip employees with different competencies.

Similarly, the organization ought to explore the relative opportunities that are available so that it can build staffs’ capacities. Hill (2012) observes that, these courses enable the employees to perform bigger responsibilities as well as to address challenging tasks. It is worth noting that this approach is past the normal development of employees. This is because the organization has a flexible environment which allows employees to attend these sessions and learn new skills.

In the remote places such as Africa, the firm ought to consider establishing onsite institutions. As such, it ought to be noted that educational institutions in remote regions lack the capacity to offer adequate knowledge which can make employees competitive. Online training institutions will greatly enhance employees’ expertise in such regions. It will also ease education access for the employees. For instance, employees can choose when to attend training. This is due to the fact that course times can be designed on the basis of the work pattern and schedules of the employees.

In China and Vietnam, employees ought to be given financial resources in order to enroll for higher education programs and to further their careers. Financial resources can enable employees’ access to quality education. This empowerment will enable them to pursue their studies from internationally recognized learning institutions. This way, they will get vital skills and these will boost the organization’s international competitiveness. Additionally, the organization ought to consider entering partnerships with international and national learning institutions in order to enhance employees’ competencies.

Verbeke (2009) observes that Indian populations struggle to deal with the negative effects of poverty. This problem affects mostly the youth. The rising unemployment rate has not been addressed by the regional nation states. As such, this company can offer computer donations in the region or partner with non-profit organizations and schools to implement ICT projects in the region. For instance, Dell can offer basic training after donating computers. This will equip people with vital knowledge that can be used to generate income. According to the current trends, e-learning is a cost-effective option via which the youth can learn vital skills. This is a sustainable and viable alternative when compared to the other options.

Apart from collaborations with the Indian learning institutions, Dell ought to consider starting projects in the communities. These ought to be participative as well as capable of using resources that are available within the community. This will promote ownership sense among the locals. The company should provide a chance for the local people to contribute knowledge to these projects as well as to provide different types of support. Education ought to address vital factors that entail empowerment, development and leadership. Addressing the minority populations’ concerns empowers them while ensuring that they are equipped with adequate capacities that are necessary for addressing different problems (Verbeke, 2009).

Dell’s Global Compensation Programs

Proper compensation is very important in improving employees’ performance. Apart from boosting employees’ morale and motivating them, good packages help the company in preventing turnover which can affect the organization negatively. The international compensation plans for Dell address employees’ needs accordingly. They reflect the employees’ efforts and their contribution towards the growth of this organization. Lowther (2006) observes that, this company has a program that provides a complete compensation package. As such, the employees’ base package at various levels is determined by the compensation committee.

Top managers usually get better salaries than their subordinates and junior employees. Apart from the basic salary, employees also get insurance cover benefits as well as other rewards. Additionally, Dell has annual bonus packages. The company rewards employees on the basis of their contributions and efforts throughout the year. When combined with yearly salary increments, the bonuses show the employees that their efforts are appreciated by the company’s management (Luthans & Doh, 2011).

Evaluation of the Performance of Dell’s Subsidiary Managers

Employees’ performance assessment is very important because it ensures that they meet their objectives and goals. Through this process, problems that might be interfering with employees’ performance are identified on time. As such, it gives the employer an opportunity to formulate or devise appropriate interventions for addressing these inefficiencies. According to Rosset (2009), conventional employee evaluation methods require the collaboration of immediate supervisors with employees combined with performance monitoring. Managers should report the progress of employees and also suggest appropriate means of improving this progress. Regarding Dell Company, the most ideal strategy for reviewing managers’ performance in the subsidiary branches is three-hundred-and-sixty strategy for evaluation.

Brisco and Schuler (2004) observe that this assessment procedure is ideal because it evaluates employees’ performance from various viewpoints. Apart from including immediate supervisors, the superiors, employees, peers, clients and subordinates are also actively involved. As such, individuals in the environment of the client rate the employee’s performance. The employee is given the feedbacks. Compared to the other rating methods, this rating is comprehensive and ideal for Dell employees’ evaluation. The basis of this evaluation method is the knowledge that accurate details of the performance of an employee can only be supplied by individuals within the employee’s work environment. As such, the evaluation process generates reliable and objective information which can be used to make credible decisions. Essentially, this information is a reflection of decisions and perceptions of different individuals in these environments.

This evaluation approach is ideal because it enables individuals who understand managers’ performance better from different dimensions to evaluate them. According to Hill (2012), this makes the whole process credible and fair. It also enhances making of sound decisions on the basis of the given response. This enhances performance since actual problems are addressed by the implemented interventions. Thus, this presents a viable means of avoiding wastage of resources. Ultimately, efficiency is improved as well as sustainability and this promotes organizational development and growth.

This evaluation system encourages all stakeholders to participate in employees’ appraisal research before they contribute to this process. According to Palmer (1999), this is an informed research with credible evidence which enhances findings’ validation. The approach generates factual information and this makes findings accurate and consistent. The argument of Hill (2012) is that, there is a bias against disabled persons, the elderly and women in single source, conventional systems in most cases. Depending on different information sources enables the system to prove that it acknowledges the essence of diversity while reducing the possibility of bias and discrimination. As such, it fosters diversity management. Since the environment in which Dell managers operate is culturally diverse, their performance is enhanced by relative skills (Holzner, 2005; Robert, 2009).

When the contributions and inputs from different sources are used, this evaluation approach broadens managers’ accountability. Rossett (2009) notes that this has several benefits because it enhances understanding of responsibilities among managers as well as other stakeholders apart from immediate supervisors. When various perceptions are compared, managers are able to identify specific places that should be improved.

Organizational performance is improved by this system when it incorporates different information sources (Perkins & Shotland, 2005). Ideally, managers’ activities affect different environments and individuals. As such, accurate performance evaluation cannot be done by immediate managers only. Additionally, they might be unable to review all performance dimensions of the employee. This system takes a holistic approach which ensures that the respective manager’s concerns are addressed. This contributes to the development of the employee as well as organizational growth. It is apparent that this is the most suitable evaluation method for all Dell managers.

Conclusion

Globalization trends affect organizational performance directly throughout the world. Notably, organizations are compelled by these changes to expand operations past their national boundaries. For better performance in these environments, organizations implement strategic approaches in order to acquire competitive advantages. Organizations also come up with desirable strategies in order to explore varying niches. While trying to improve and sustain growth in the international arena, Dell employs a unique business and corporate strategy. As illustrated by the preceding study, national and organizational cultures treasure communication analysis, social responsibility, and performance analysis as well as career advancement among others.

Additionally, the organization acknowledges the essence of the minority populations in its growth. International standards are recognized by the practices of human resource management and they are aligned with different cultural environments. Different standards which include safety standards and ISO 9001 influence Dell’s performance and practices in China. In terms of development and training, the company addresses different employees’ needs. Apart from empowering its employees, the company ought to focus on empowering communities. Finally, the most ideal employees’ appraisal program is the three-hundred-and-sixty program. This can be used effectively in analyzing managers’ performance in the subsidiaries.

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