+1 862 207 3288 international human resource management
Part 1
Three (3) out of the four (4) listed international HRM concepts, critically examine and evaluate the challenges confronting multi-national companies and recommend what organisations can do to overcome the identified challenges
– International recruitment and selection
– Reward and compensation
– Performance management
– Industrial relations
(Recommended Word Length 2,500 words Maximum/ Minimum/Range +/- 10%)
In Part 1, you are expected to:
• Clear Introductory and Concluding statements.
• Define the main or key factors
• Explain the main arguments
• Apply theories and models in relation to the listed aspects
• Well supported by academic references- more of articles than textbooks
• Clear and concisely written discussion.
Part 2
Critically discuss and evaluate the concept of ‘repatriation’ and examine the types of support that organisations can provide to assist a successful repatriation process both from the repatriate’s and the organisation’s perspective.
(3, 500 words approx.)
In Part 2, you are expected to:
• Set out a clear Introduction and Concluding statement.
• Define the concept of repatriation.
• Clear and concise discussion of the myths surrounding repatriation
• Consider the impact and effectiveness of repatriation support provided by the organisation such as in-country support, family support, career development, support with suitable and befitting positions, management of acquired knowledge transfer
• Consider the issue of reverse cultureshock and adjustments (including in relation to expectations of working with newly recruits, performance management, reward and compensation, and so on)
• Consider the benefits ofrepatriation to the MNC e.g. knowledge transfer, the development of cultural competence, completion of assignment and so on
• Consider the issues involved in managing the repatriation process.
• Reference the discussion fully and clearly, and following the specified format.
• Present the discussion in a clear and concise way.
(Total Recommended Word Length 6,000 words Maximum/ Minimum/Range +/- 10%)
The word-count does not include your ref list or contents page; it does include in-text referencing.
Submission by 4pm on date: 11th July 2014
This assignment must be submitted, with a BES coursework cover sheet attached, to William Morris and also via the module web (TURNITIN) by 16.00 on the above deadline.
Please note:
1. All work submitted after the submission deadline without an approved valid reason (see below) will be given a mark of zero. (This is not the same as a non-submission, as a late submission counts as an attempt and a mark of zero may allow you to resit the coursework.).
2. Short deferrals (extensions) of up to three calendar weeks can only be given for genuine “force majeure” and medical reasons, not for bad planning of your time. Please note that theft, loss, or failure to keep a back-up file, are not valid reasons. The short deferral must be applied for on or before the submission date. You can apply for a short deferral by submitting an Examination/ Coursework Deferral Application Form. Application Forms along with the supporting evidence should go to the relevant Student Support Office (WM404). For a longer delay in submission a student may apply for a (long) deferral.
Students MUST keep a copy and/or an electronic file of their assignment.
Please also submit an electronic copy of your assignment via the module web. ( See instructions on module web)
The electronic version of your assignment may be used to enable checks to be made using anti-plagiarism software and approved plagiarism checking websites.
Learning Outcomes Assessed
1. Demonstrate sound knowledge of the relationship between and the impact of culture on organisational life.
2. Identify key areas of similarity and difference in HR practice between countries.
3. Link the choice of strategic international HR with international business strategy approaches.
4. Measure the impact and effectiveness of international assignments.
part 1
Introduction
The purpose of thispart is todefine thehuman resources management, which is the different meaning in differentenvironments and differentareas. Thenaccording to eachstage,the different understanding ofhuman resource management and findthe similar placefor discussionand analysis. Finally, it need explain and analyze the each projects of HRM.
There are six main parts inhuman resourcemanagement, which includes namely human resourcesplanning, recruitment and configuration,development andtraining, performancemanagement, compensationand benefits,labor relations.In themain part ofhuman resource management, with the international development,will befaced withmany challengesand threats. So, on the basis ofinternational human resourcemanagementhuman resource managementaddsgreat difficulty. Thispiecewill focus onthe analysisreport, in the course ofinternationalhuman resource management; it may haveencounteredthreats and challenges.At the endof the report,it will alsogive adviceand summary.
Recruitment and selection
Inacompany’s humanresources management, recruitment and selectionis animportant project. Recruitment is defined as searching for and obtaining potential job candidates in sufficient numbers and quality so that the organization can select the most appropriate people to fill its job needs. Selection is the process of gathering information for the purposes of evaluating and deciding who should be employed in particular jobs. Some of the major differences between domestic and international staffing are first that many firms have predispositions with regard to who should hold key positions in headquarters and subsidiaries and second, the constraints imposed by host governments which can severely limit the MNE’s ability to hire the right candidate.111Sowhencompanymayrecruita certain number ofemployees for their recruitment, andincrease the company’sworkforce, butthese peopledoes not necessarilyhavespecial skills. But the selection is not the same with selection, selection is meaning of the companies need the personwhohasspecial skills, and thenaccording to hisownskills and hisspecialtyto distributehis work. For example, when the time is recruiting in many companies, they willberequiredqualificationsand achievements at first, and then it need write test andinterview, atlast you need do the character analysisandpsychological testing, and the company need explain and analyze the result of all the tests, then according to the result, arranging forstaff positions.Butsometimes,these testscannot measurethe true levelof an employee,Somany excellentemployees,often becausethese testscannot beapplied. For example, manycompanies oftenemphasis onqualifications andeducation too much, andmake a lot oftechnical talentdrain,cause huge losses with companies. In the recruitment process, the company hopes to recruita certain number oflow-cost,high laboremployees.However,the recruitment processis often difficult todirectly selectthese peopleout, so many companiesin therecruitment processwill be a loton theinterviewer’stests to ensure thatthe interviewer’s skills and abilities.With economic development,recruitment and selectionis a challengefor SME. Small firms may have more difficulties than large firms in recruiting adequate international managers.101It has been argued that many less-qualified employees are employed by SMEs because they do not meet the recruitment requirements of large organizations and were forced to work for SMEs as their second choice. AS one interviewee in the study by Mac Mahon and Murphy 102 Stated: you get these big multinationals who cream off the top graduates and production operatives which leaves a small business very vulnerable in terms of the quality and availability of labor.103
Reward and compensation
With thegrowingeconomyandpromoteglobalization, reward andcompensationbecame a big problem of human resource managementto solve. Because of different levels of development in different countries and different price of employees working between the countries, it alsodeterminesthe treatment of employeesworkingin different countries, theyare not the same. Due tothe impact ofcheap labor, more and more companiesbeginto fusethe globalizationof human resources,so thatthey cangetcheaper labor. Suchcompanies cangreatly reduce thecost and obtainhigher profits. For example, Applehas foundChina’s cheap labor, most of the partstobeproduced byFoxconn, which greatly reduced hislabor costs, access to higher profits. However, thiscasewill makea lot ofthe company’s employeesgetlessthan the originalreward, leading to contradictoryformofemployees andmanagement, such as the U.S.Appleemployee compensationis much higher thanChina’s Foxconnemployee compensation.Labor relation is the relationship between labor and the rights and obligations of employers, this relationship was established through labor contract signed by both parties and groups treaty. Labor relations or employee-employer relationship is called, one is hired by an employer engaged in work for which wages are paid, on the other hand is something the owners hired workers, who deal with labor-related matters, or person in charge of business operations on behalf of the owners do, each other’s that relationship is the relationship between employers and employees. Between employees and managers, pay and reward issues often arise friction. Staff will often consider themselves far beyond the salary paid labor they getting, this will cause employees to strike, negative emotions at work, looking for other companies, etc. For example, the staffing of British train often stop working, because of the wages are too low. The results make the company caused a great loss.
Performance management
The performance management is the planning managers and employees at all levels in order to achieve organizational goals to participate in the development, performance coaching communication, performance appraisal, performance results of application performance goals to enhance the ongoing cycle, the purpose is to continue to improve performance management the performance of individuals, departments and organizations. Performance management emphasizes consistency organizational goals and individual goals, emphasizing organizations and individuals has grown to form a “win-win” situation; performance management embodies the “people-oriented” thinking in all aspects of performance management requires managers and employees participate. Performance management is at the core of human resource management. First, the organization’s performance goals by the company’s development plans, strategies and organizational goals determined performance targets to reflect the company’s development strategy orientation, organizational structure and managementcontrolis the basis forperformance managementdepartment, job task analysisis the basis ofindividualperformance management.However, in theperformance management, there are often problemsis the lack ofcommunication, excessive pursuit ofdigitalrequirementsand assessment,too much emphasis onthe results ofthe assessmentand Ignoreprocessing. For example, many companies throughperformance appraisal, and take examinationfor employees, and then dismiss the employees who is failed in the test. So paying too much emphasis onperformance outcomesrather thanemployees’timelycommunication and understanding, and ignoring employeesworkprocess, often make resulting inthe loss of talent. Although it is not often described as such, performance management is a part of a multinational’s control system because performance targets are a part of formal control, through formal control mechanisms and communication through the feedback and appraisal aspects, performance management also contributes to shaping corporate culture, both formally and informally thereby acting as an informal control mechanism as well as part of the bureaucratic control system. Employees are rewarded for adopting appropriate work behaviors and this in turn reinforces normative control. And in a sense, by adopting a performance management approach, MNEs are drawing on a number of human resource management activities to realize performance goals set during the performance appraisal process. Its proponents argue, somewhat convincingly, that effective performance management is beneficial to both the individual and the firm. Strong goal setting and appraisal are key element of an individual performance management system that also may include training and development, and performance-related pay.13. And the other part of performance management is international employees. Like the cross-cultural context for performance management, Enterprise cross-cultural management, refers to companies with different cultural backgrounds for the group in the collaboration, adding the corresponding measures of cultural integration in all aspects of business management functions, effectively solve the contradictions and conflicts, promote understanding and complementarity in order to achieve efficient business management. Research on cross-cultural management is the late 1970s and gradually formed and developed in the United States a new discipline. It is a study in how to overcome cross-cultural conditions of conflict between different cultures conduct effective management. Cross-cultural management is an effective mechanism for addressing cultural conflict areas.
The purpose of cross-cultural management is how the different forms of culture, the design of practical organization and management mechanism, a reasonable allocation of corporate resources, especially mining and utilization potential and maximize the value of resources to maximize improve business comprehensive benefits.
In previous cross-cultural management to produce, differences and similarities of studies on culture and culture is just what anthropologists, entrepreneurs rarely focus on research culture. Although it is recognized that the cultural environment that the company’s decisions about, but in the domestic business environment, few companies use it as a major factor to be considered. However, the growing trend of global economic integration, making the relationship between people and the importance of culture and management of growing awareness, in a sense, the management of cultural differences to become one of the key factors affecting the success of the inter-regional company.
Conclusion
There are many parts in the InternationalHuman Resource Management; it includes performance management, recruitment and selection, benefits andsalaries and so on. International Human Resource Managementis focused onhuman resource managementof MNC companies, key employeesdivided into three categories; the first is home country employees, employees belonging to home country of the firm where the corporate head quarter is situated.Next are host country employees, that employees belonging to the nation in which the subsidiary is situated. The last are third country employees- These are the employees who are not from home country/host country but are employed at subsidiary or corporate head quarter. As an example a American MNC which has a subsidiary at India may employ a French person as the CEO to the subsidiary. The Frenchman employed is a third country employee.This article discusses theimpact ofthe different parts ofthe challengeto the internationalhuman resources, andhow to improverecruitment,performance managementand other parts, to avoid loss oftalent.
Recommendation
Recruitment and selection
When recruitment and selection should have an accurate number of programs and staff skills programs, the demand for skilled employees have a precise plan. Before hiring companies, it should carry the number and skills of program requirements. According to the number and skills with the candidate, then go on with the selection. In accordance with the requirements of the skills required for the extra candidates are eliminated, leaving the number of employees as the required planning. While flexible face a variety of changes, such as changes in economic, political change, globalization changes, etc. Consider carefully the nature of assignment, the cultures of the home and host countries, the company’s needs and the expatriate’s needs and the subsidiary’s needs before developing a recruitment programme. Do not exist a variety of racial discrimination, gender discrimination and other issues, such as recruitment and selection bias will exist error.
Reward and compensation
As theinternationalimpact onemployersalaryexpectationscaused acontrastphenomenon.Staffexcessivedemandsforsalaryemotional instabilitywill causethe heartto givethe worka certain impact, but also causedthe strike, the main reason forthe replacement.Yet the limits of existing knowledge are such that the importance of corporate culture is heightened. HR and reward face significant constraints from within the MNC in shaping a strategic approach to international reward. Critical reflection on pay systems requires a geocentric approach, involving a preparedness to reach across the national boundaries of the multinational organization in the consideration of pay arrangements and determination of strategy.Soaccording tothe performance ofthe payment of wages, thisis probably the bestwayfor employees, but also employeesa wayto getthrough the personalefforts oftheirsalaryexpectations.
Performance management
Shouldavoid usingtest scoresto measureskillssuch asperformanceand valueemployeesshould maintaingood communicationwith employees, employersperceivegoodadvantage.
Pay attention tocorporate environmentalstaffcultural differencesand cross-cultural management, integration andculturalconcernswithin thecorporate environment.
Appraisal of HCN managers and employees in subsidiary operations. Broadening out the discussion to the multinational level, and addressing performance management and appraisal concerns related to non-expatriates and those on non-standard assignments, gas been useful to remind us that there are many dimensions to international business operations that need to be considered when designing an effective performance management system in the multinational context.
Reference
111.Hewitt Associates(1993) Granting Stock Options and Restricted Stock to Overseas Employees, New York
112.Lancaster,H.(1998), Managing your career, Wall Street Journal, June 2:c1.
113 Hout,T.,Porter,M.E.andRudden,E.(1982), How global companies win out, Harvard Business Review, September-October:98-108
114. Schell,M.S. and Solomon,C.M.(1997), Capitalizing on the Global Work force, Chicago:Irwin
115. Laurent,A.(1986) The cross-cultural puzzle of international human resource management , Human Resource Management,4
116. Sparrow,P.R.(1999) International recruitment, selection and assessment: whose route map will you follow? In P.Joynt and B.Morton The Global HR Manager :Creating the seamless organisation.Lodon,CIPD
117. Sparrow,P.R.andHiltrop,J.(1994) European Human Resource Management inTransition.London,Routledge.
101 I.O.Williamson, Employer Legitimacy and Recruitment Success in Small Businesses, Entrepreneurship Theory and Practice, Vol, 25, No1.(2000),PP.27-42
102 J.MacMahon and E.Murphy, Managerial Effectiveness in small Enterprises: Implication for HRD, Journal of European Industrial Training, Vol.23, No.1 (1999), P.32.
103 M.S. Cardon and C.E.Stevens, Managing Human Resources in Small Organizations: What do we know? Human Resource Management Review, Vol.14, No.3 (2004), pp.295-323
13. A. Varma, P.Budhwar and A. DeNisi(eds) performance management systems: A global perspective(New York:Routledge,2008).
Part 2
Introduction
Section 1
Repatriation is the opposite of expatriation: it involves the move of the expatriate back to the parent company and country from the foreign assignment. for many expatriates, the move ‘back home’ is even more difficult than the original move overseas-and is concern that is generally overlooked in the total expatriation process. The repatriate is coping with that has been termed re-entry shock, or reverse culture shock, while people frequently expect life in a new country to be different, they may be less prepared for the experience of returning home to present problems of adjustment.
Section 2
Returning from an assignment abroad is the part of the expatriate experience upon which companies all over the world put the least emphasis. Most companies view repatriation as a fairly simple process, but many are finding it to be a major problem. This is probably the least understood part of the expatriate experience.Repatriation is defined as the process of reentry the individuals’ home country after living abroad for a significant period of time (Hurn, 1999). The repatriates have toadjust this time to the home country and their work, start communicating again withtheir friends and colleagues. Most expatriates and managers assume that adapting intoone’s own culture is easy (Stroh et al. 1998). However, this is not the case. In fact, formany of them adjusting to their home is more difficult than adjusting to living abroad(Adler 1981). According to Adler (2007) the returnees are experiencing a reverse culture shock and this time it is more severe than when meeting the host country and culture.
Short after their arrival home they are in a high mood and everything seems perfect; this is a rather short period which is followed by period of a very low mood when nothing isas it used to be (Adler 2007). After some time has passed the repatriates feel neitheroverexcited nor anxious, they feel “average” (Adler 2007, p. 288).
Repatriation adjustment
The supportive of Repatriation
The problem of performance and performance management
The benefits of the repatriation in MNC
The issue of Repatriation
Conclusion
Recommendation
Reference
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