Globalization and employment relationship

globalization and employment relationship

taking place in and around the employment relationship. It concludes that the use of such a multi-dimensional model of globalization. rank correlation coefficient and non-parametric test (Mann-Whitney test) have UNDERSTANDING THE IMPACT OF GLOBALISATION ON EMPLOYMENT. What is globalisation? How does globalisation affect the employment relationship ? US, Africa, Nigeria, Internet, social media, Singapore, India.

The majority of participants acknowledged that they did enjoy working for their employers and felt the relationship with that organization has been satisfactory. However, they felt certain gaps in how their employers maintain relationships with them.

Many participants expressed the same idea of employers only following the standard practices without going above and beyond to cater to immigrant employees. In addition, even though almost all participants felt they were respected and their voices made a difference, this was often limited to the technical areas in which they were knowledgeable and had expertise. With regards to other administrative or managerial issues, they did not feel much involvement in making decisions such as changes in operations.

Therefore, communicatively many participants felt the need to speak out more. For example, one said: Like right now we are going through certain kind of changes. So I have to more expressive, I have to talk whether the other person feels good or not, that still has to be communicated. Actively taking up challenges appears to be the preferred strategy. P's quarterly profit-sharing allowance would not trigger retaliatory tactics if that measure applies to other colleagues in his pay grade.

The 'playing field' is altered however, when the change is major, such as a transformational change. An example of this would be an organisation-wide upheaval to the status quo, such as the hostile acquisition of the multinational I.

P then cognitively analyses the two obvious options available to him: A He chooses to stay in the newly-acquired organisation and negotiates new terms and conditions in his contract.

B He chooses to exit the organisation.

He approaches the new Management and seeks to re-negotiate the terms and conditions of his contract. Here, the choices available to Mr. P prompt his new employer to acquiesce to his demands.

This is because it may be cheaper and less time-consuming for the new Management to retain him, rather than to scout for new talents, who although technically competent, may not possess the in-depth knowledge of the operations specific to the 'acquired' company or local knowledge of some out-stations in other regions where the company functions.

P may have IT technical and services delivery skills, as well as industry-recognised qualifications and certifications to back up the professional experiences, such as PMP Certification, Cisco Certified Internetworking Expert CCIE and Six Sigma - which other professionals outside the organisation may also possess.

globalization and employment relationship

However, he is fortunate because he had also worked in a developing country in West Africa for several years, serving at different periods as the Subject Matter Expert and Regional IT Project Manager. During his stint in the region, he experienced the following trends: His specific experiences thus make it virtually impossible for competition from outside talents, whose local knowledge is restricted to Silicon Valley in the USto flourish. This development becomes evident to the new Management, whose new expansion strategy, for its emerging markets' division, includes establishing a hub in Nigeria for its West African operations.

In this 'new' employment era whereby opportunities abound for the employee further afield, having the option to choose from other potential employers, and thus competitorsempowers Mr. P to negotiate, and receive, better terms than were listed in his previous contract before the major change.

Employee Relations in the Globalization Context: Perceptions of Immigrant Professionals

Choosing to exit the organisation Assuming that Mr. Again, the invisible yet powerful force of globalisation would ensure that he has two specific options from which to choose: I Seeking employment in other respected technology companies.

II Choosing the entrepreneurial route and launching an IT consultancy firm. Seeking employment in other respected technology companies As a seasoned IT Program Manager, with over twenty years of industry experience in the US and abroad, Mr. P represents the total package: He also possesses business and communication skills which are essential for management-based roles in applications development, e-commerce projects, Web and portal development etc.

As globalisation brings with it changing technology and innovative trends, the employee has needed to update his skills via continual training and certifications over the years, to guarantee relevance and marketability in such a fast-paced industry.

He is thus placed in an advantageous position of choosing the location in which to work and the organisation in which to continue his career. His dilemma might be whether to remain in the US and head a branch in another state, or relocate to Europe to head a start-up. Choosing the entrepreneurial route and launching an I. T consultancy firm Mr.

After pooling together his resources and those of his partners, a choice is made to launch an I. T consultancy firm, 'Mossman Consulting Inc. It would specialise in developing and deploying, an all-inclusive software which would be used for maximum protection against cyber-attacks.

globalization and employment relationship

The decisions taken about the area of expertise, developing the all-inclusive anti-cyber crimes softwareand region West Africaon which to focus, are strategic for two reasons. P, drawing upon his professional and personal experiences during several years in West Africa, and being knowledgeable about the business environments and technological requirements in the region, becomes convinced that his software would be relevant to both public and private sectors of West African countries.

This is especially crucial given the rise in the wave of cyber-crimes and presence of either weak or ineffective cyber-security regulation in the region. Secondly, he decides that Lagos, the metropolitan business nerve of Nigeria - with its high concentration of local I. T and telecoms firms, banking institutions, manufacturing and oil servicing companies; as well as foreign multinationals operating in diverse sectors - is the ideal location for the marketing of his firm's innovative software.

Moreover, his acquired network of contacts during his stint in the region has been strengthened by various social media services. However, others could become indispensable to his business operations, either by virtue of the resources they provide in terms of information-sharing, or via valuable industry knowledge.

P's company then partners with a local, reputable I.

T firm in Nigeria in a joint-venture arrangement, whereby the local firm handles all legal, operational and regulatory issues, while Mossman Consulting Inc. A notable advantage of globalisation is this: Possibilities become endless and Mr. P can visualise expanding his company's operations not only to neighbouring West African countries, but also to South Africa and beyond. Assuming his company's growth is not threatened by financial constraints and regional security problems, his potential business success may be hindered only by self-imposed limitations, borne out of the fear of the unknownor by a personal propensity towards risk aversion.

This development erodes the employment relationship and has consequences for both parties by: A Influencing the organisation's strategy, B Negatively impacting the employee's way of life.