Learning Strategies Rely Heavily on Employee Involvement Essay

Learning Strategies Rely Heavily on Employee Involvement - Essay Example The generally practiced HR policies of Equipos included regular training, communication, setting of lucid and consistent objectives, high wages, acknowledgment for accomplishments, team works, flat organization structure, in addition to a learning-oriented organizational culture. These factors motivated the employees to perform and adhere to the management practices, which enabled Equipos to develop into a learning organization. Contribution This study can be beneficial for comprehending how in spite of cultural differences between the parent company and the subsidiary, the organization can efficiently accomplish its business strategies with the help of its employees’ participation by motivating them. Keywords Motivation, Culture, Employee Participation, HR Practices, Management Practices. Table of Contents Abstract 2 Introduction 5 Discussion 6 Conclusion 12 References 13 Introduction The modern day organizations are striving hard to sustain their market position in the preva lent competitive business circumstances and gain a competitive advantage over their peers. In doing so, a large number of business organizations are shifting their orientation towards management approaches that encourage organizational learning. It had been observed that multinational corporations (MNCs) that are focused towards global learning have attained competitiveness and agility to handle the escalating intricacies of the global business environment (Bartlett & Ghoshal, 1989). However, when the MNCs employ learning approaches in their subsidiaries that are located in foreign lands, it is important for these MNCs to comprehend the issues that could impact the execution of various management practices that assist learning. Some of the major issues that could impact the execution of the management practices are difference in culture, and other environmental aspects such as socioeconomic, political, educational, and legal issues (Adler, 1997; Farmer & Richman, 1970; Negandhi & Pr asad, 1971). Hence, while spreading the learning practices to their subsidiaries, it is essential for the management of the MNCs to recognize the extent to which miscellaneous issues together with, but not restricted to the domestic cultural principles, have an effect on the transferability of diverse management practices. Managers should be aware of what issues might aid the accomplishment of learning strategies that initially seem to be contrary and mismatched with the culture of a nation. Gomez (2004:3) had stated that â€Å"Learning strategies rely heavily on employee involvement†. Gomez (2004) had stated so in his article, where he discussed the case of an American MNC and its Mexican subsidiary ‘Equipos’. Equipos had effectively taken up the attributes of a learning organization from its US based parent organization. This is in contrast to the widely perceived notion that the employee participation and other management practices that are related to a learni ng strategy are generally incompatible in the cross-cultural context. The paper essentially accentuates on how the employees were encouraged to involve themselves in the learning organisation atmosphere of Equipos. In the process of discussing the strategies employed by the management of Equipos, the paper also draws on the theories of motivation as well as cross-culture. Discussion It is