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15 pages/≈4125 words
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-1
Style:
APA
Subject:
Management
Type:
Coursework
Language:
English (U.S.)
Document:
MS Word
Date:
Total cost:
$ 87.48
Topic:
Global HR Acquisition Plan
Coursework Instructions:
The final paper is a culmination of the previous weeks’ assignments, in which you will use all the skills you have acquired throughout this course. You will now pull those assignments together to create a final paper for the Global HR Acquisition Plan. A Global HR Acquisition Plan contains specific action steps and a timeline, so a company can move quickly once they secure approval to acquire new locations in a new country. The overall goal is to retain talent and build the organization to handle new business potential. Your plan will include prior assignments from Weeks 1 through 4 and three new sections of information. You will add the following three sections this week:
• Executive Summary
• Organizational Culture and HRM
• Regulatory, Legal, and Ethical Issues
You are preparing this Global HR Acquisition Plan so the parent company can move quickly once government approval is secured for acquiring companies in your selected foreign country. The goals are to retain talent and build capacity to handle the new business potential. You must develop a Global HR Acquisition Plan that supports this international expansion to your select foreign host country into its own structured plan.
Review the feedback you received in previous weeks from your instructor before completing the final paper. In addition, you will need to provide an executive summary, an evaluation of the organizational culture, and regulatory, legal, and ethical issues with regard to HR roles and duties.
Prior to beginning work on this assignment,
• Integrate the feedback you received from your assignments from Weeks 1 through 4.
Your Global HR Acquisition Plan final paper must consist of the following sections:
Executive Summary
• Summarize your results, conclusions, and recommendations for expanding in your selected foreign country.
Subsidiary Country (Week 1 assignment)
In Week 1, you summarized the social and business elements of your selected foreign country and analyzed how ethnicity, race, gender, sexual orientation, national origin, and disability impacted those elements. You then evaluated the competencies necessary to work and manage effectively in this environment. In this section,
• Incorporate the instructor feedback from your Week 1 Subsidiary Country assignment into this section.
Multi-Level Talent Management Plan (Week 2 assignment)
In Week 2, you evaluated multi-level approaches to talent management, explaining the competencies necessary to manage employees from home headquarters, employees from your selected foreign country, and third country nationals. You described strategies to address recruitment, selection, succession planning, and retention, explaining how the shortage of talent and the availability of low-cost labor in your selected foreign country impacted these elements. In this section,
• Incorporate the instructor feedback from your Week 2 Multi-Level Talent Management Plan assignment into this section.
Global Performance Management (Week 3 assignment)
In Week 3, you discussed the characteristics necessary to work effectively in a global market. Specifically, you analyzed how varying demographics impacted the management of employee capabilities from a global perspective, explained employee relations strategies that overcome biases, and analyzed the challenges related to direct and indirect communication channels.
In this section,
• Incorporate the instructor feedback from your Week 3 Global Performance Management assignment into this section.
Rewards and Benefits Management (Week 4 assignment)
In Week 4, you explained a proposed compensation structure. Specifically, you constructed a total rewards model that hedged diversity as a resource for organizational competitiveness and assessed whether a fixed benefits package or a flexible bundle would best fit these employees. In addition, you explained whether the compensation would consist of hourly, salary, or contingent base selection and explained how the elements of your compensation structure compare to that of the competition.
In this section,
• Incorporate the instructor feedback from your Week 4 Rewards and Benefits Management assignment into this section.
Organizational Culture and HRM
In this section,
• Recommend actions to blend the United States and your selected foreign country’s organizational cultures.
o Some examples of differences in organizational cultures that you may select for review include the following:
Flexibility in deployment of policies
Work-life balance
Talent retention
Acceptance of change
The use of the appraisal process as a critical assessment
Regulatory, Legal, and Ethical Issues
In this section,
Discuss any regulatory, legal, and ethical issues that may arise when developing and administering the new policies and procedures you have outlined.
The Global HR Acquisition Plan final paper:
Must be 10 to 15 double-spaced pages in length (not including title and references pages) and formatted according to APA Guidelines
• Must include a separate title page with the following:
o Title of paper in bold font
Space should appear between the title and the rest of the information on the title page.
o Student’s name
o Name of institution (The University of Arizona Global Campus)
o Course name and number
o Instructor’s name
o Due date
• Must utilize academic voice.
• Must include an introduction and conclusion paragraph. Your introduction paragraph needs to end with a clear thesis statement that indicates the purpose of your paper.
• Must use at least eight scholarly, peer-reviewed, or credible sources from within the past five to ten years in addition to the course text: Thomas, D. C., & Lazarova, M. B. (2014). Essentials of international human resource management: Managing people globally. Sage. https://doi(dot)org/10.4135/9781506374475
• Must document any information used from sources in APA Style
• Must include a separate references page that is formatted according to APA Style
Coursework Sample Content Preview:
Global HR Acquisition Plan
Student’s Name
The University of Arizona Global Campus
Course Number and Name
Instructor’s Name
Due Date
Executive Summary
The following report underscores the thorough evaluation of the integration of US-based businesses in the South Korean market. It offers recommendations that will help these foreign organizations to compete. The recommendations include prioritizing personnel handling while adhering to the cultural standards of South Korea. The South Korean employee population is drastically transforming and brings complex complications. The shift in population group makes it urgent for the HR departments to hire new, younger experts and maintain them. The Confucian principles are followed in this region; they imply the deference to higher power, collaborative working, and pecking order. These values profoundly affect the HR approaches being adopted by US firms.
The report reflects on the need for HR to consider community standards and legal regulations while drafting an HR plan. These plans should prioritize the security of workers as the legal standards of South Korea suggest. A robust personnel handling tactic includes the introduction of a multi-level management scheme. This scheme will help maintain the specialized requirements of workers from South Korea, the US, and other nations. The proposed scheme also involves adherence to the subsidiary objectives. Equity in the company can be maintained through equitable strategies emphasizing females and employees from different cultural backgrounds.
American organizations have to customize Human resources strategies according to the sociocultural demands of the region to remain inclusive. The firms can further handle their seamless running through designing approaches that are challenging in the volatile field of South Korea.
Table of Contents TOC \o "1-3" \h \z \u Executive Summary PAGEREF _Toc171942005 \h 2Introduction PAGEREF _Toc171942006 \h 4Subsidiary Country PAGEREF _Toc171942007 \h 4Multi-Level Talent Management Plan PAGEREF _Toc171942008 \h 6Global Performance Management PAGEREF _Toc171942009 \h 7Rewards and Benefits Management PAGEREF _Toc171942010 \h 8Organisational Culture and HRM PAGEREF _Toc171942011 \h 9Recommend Actions to Blend USS and South Korean Culture PAGEREF _Toc171942012 \h 10Flexible yet Standardized Policies PAGEREF _Toc171942013 \h 10Work-Life Balance PAGEREF _Toc171942014 \h 11Talent Retention PAGEREF _Toc171942015 \h 12Acceptance of Change PAGEREF _Toc171942016 \h 12Use of the Appraisal Process as a Critical Assessment PAGEREF _Toc171942017 \h 13Regulatory, Legal, and Ethical Issues PAGEREF _Toc171942018 \h 14Regulatory Landscape in South Korea PAGEREF _Toc171942019 \h 14Potential Legal Challenges PAGEREF _Toc171942020 \h 14Ethical Considerations PAGEREF _Toc171942021 \h 16Conclusion PAGEREF _Toc171942022 \h 17References PAGEREF _Toc171942023 \h 19
Introduction
The South Korean business field is complex, and the unique social nuances and cultural standards make the incorporation of personnel handling tasks difficult. The American companies set to expand their business in this region must catch up and adopt HR practices that comply with the region’s standards. Most people residing in this region are Koreans; however, there is an increase in international residents. It demands an increased emphasis on multiculturism. The deep-rooted Confucian beliefs in South Korea imply the pecking order, deference to power, and cohesion (Thomas & Lazarova, 2014). In the work setting, gender equality concerns are also on the rise. Although there is an increase in the acknowledgment of equity in gender, there is still a difference in benefits provided to females. It demands a robust HR policy that prioritizes cultivating a supportive environment that provides equal opportunities to women.
The strict legal environment in the region makes it necessary to comply with employment guidelines that include worker security. These guidelines are more employee-centered than American policies (World et al., 2023). US organizations should also understand the intricacies of laws and cultural standards. It will help these organizations adjust their human resource tactics while maximizing operational efficiency. The following report navigates the scheme that will help fulfill American employees’ demands in the company’s expansion in Korean regions.
Subsidiary Country
South Korea has a distinctly traditional and social field that allows the running of business and personnel matters to be complex. The population of South Korea is comprised primarily of ethnic Koreans. It has restricted the multiculturism. Diversity and inclusion are being brought in more commonly as more international nationals move to Korea. It has increased the need for advanced HR tactics prioritizing diversity and inclusion (Thomas & Lazarova, 2014). Employee handling is challenged by the increase in the older population and the decrease in newborns. The HR needs to design a robust strategy to make the transition of population groups effective. These strategies should emphasize the hiring of skilled people and employee retention. With the decrease in number of employees, the demand for talented individuals increases. In metropolitan areas like Seoul, there are more expert and qualified potential workers (World et al., 2023). However, some obstacles are also faced in urban areas, such as expensive lifestyles and crowded transportation. These obstacles can result in lower workforce contentment.
In its cultural context, South Korea is deeply rooted in traditional principles. These Confucian practices account for pecking order, group unity, and deference to power. The organizational climate is also penetrated by these practices that profoundly impact managerial roles, interaction, and judgment determination procedures. The international American entities running in South Korea’s market must adjust their personnel management techniques accordingly. For example, the HR of these companies should emphasize maximizing group dynamics and collective results. The leaders should also adopt collaborative decision-making methods.
Additionally, gender interactions also have a profound impact on the office environment. Although there is a recent rise in the emphasis on providing equal job opportunities and benefits to the female gender, there is still a substantial difference in managerial roles. The HR tactics should be designed to maintain adherence to the legal structure and foster a work environment that provides women’s rights. These strategies should also emphasize introducing management skill enhancement courses for females and providing flexible schedules (Thomas & Lazarova, 2014). The government regulations in Korea imply that the companies stringently follow workplace legislation.
In contrast to the US HR practices, these guidelines are solid and workforce-centered. These guidelines also include the consideration of compulsory perks for employees, flexible working hours, and employee security. The international entities that operate in the South Korean market must follow these guidelines, or there will be lawful consequences. In order to operate in South Korea, the HR of the company should have a profound comprehension of the complexities of law, social, and traditional fields.
Multi-Level Talent Management Plan
Running a US organization on South Korean soil can be challenging, but it can be made seamless by adopting different HR techniques. One such initiative is multi-level talent management, which requires solid tactics for carefully handling foreign assignees and local workers. It guarantees that workers from all backgrounds cooperate and collectively work towards the company’s goal. It also prioritizes the cultivation of a healthy work environment.
The selection of US assignees should be based on testing their efficiency in adjusting to the new environment and their cross-cultural awareness level. These workers must be proficient in setting aside cultural and functional challenges while working in South Korea. This unique talent can be identified by conducting behavioural interviews and psychological testing. Hiring South Koreans can be done by searching for talent in employment expos and Korean markets. Companies can also collaborate with universities to identify the talented individuals required for the job (Farshchi, 2020). The hiring of employees from third-world nations is complex and requires thorough practice. The company has to look for individuals who can bring distinct abilities not found in the Korean landscape.
It is crucial to draft a strong hierarchy tactic that emphasizes the transformation in population groups. The approach should assess the local workers and the employees hired from third-world nations. Upon the basis of this assessment, the future leader can be recognized. The customized skill enhancement initiatives help shape the leadership skills of the employees.
Furthermore, employee loyalty can be maintained by providing additional perks and rewarding remuneration programs. The additional perks include packages that are customized according to community standards. For example, there are laws regarding paid workoffs and medical benefits. Cultivating a healthy workplace can be done by providing adjustable office timings. It will motivate the workers to be more loyal to the company (Thomas & Lazarova, 2014). The retention of international employees can be ensured by providing them with tailored perks. These advantages include the providence of residence, moving assistance, and acculturation initiatives. These activities help eradicate diversity challenges.
The cultural disparities evident in the running of international entities in the South Korean landscape can be overcome by providing a thorough intercultural course. Incorporating a multi-level management structure can help eradicate the risks and maximize the capabilities in this sector. The customized approaches make it further seamless for US companies to tackle HR activities in South Korea.
Global Performance Management
It is vital to adjust to methods that guarantee harmonization with the cultural and regional fields of South Korea to tackle the intricacies of global performance management. South Korea follows the Confucian values that imply the community’s oriented mindset and vertical organizational framework. It is essential to develop a stringent performance management system that maintains an equilibrium between the deference to power and the acknowledgement of independent workers (Oh et al., 2020). This performance management system should include routine evaluation and response systems that can help the companies rectify their weak points and enhance their performance to meet the requirements of the dynamic field of South Korea.
Maintaining diverse workers in South Korea is also essential in ensuring efficiency and performance. The old workers seek protection in terms of their employment and longevity incentives. Emerging workers prioritize the more effective paths in their career shaping and personal benefit. Adjustable career opportunities and vital skill development initiatives will attract a younger employee force. The veteran staff likes the conservative initiatives that offer security.
The rise in international workers has enhanced the intricacies of communication obstacles and multiculturism. The language barriers can be overcome by introducing effective communication tactics that guaran...
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