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Topic:
The International Aspect of Human Resources Management
Essay Instructions:
Essay format as follows:
•Table of Content (optional)
•Introduction - What is your assignment about?
•Discussion – In what context is it set? Explain, Analyse, Synthesise, Critically Evaluate
•Conclusion – Drawing all the key arguments together
•Recommendations (if you have some)
•References – Very important!
Please see the break down of focus below.
•What have you been asked to do?
•How might you approach answering the question?
•Where might the key focus areas be in the content we have covered?
•What might be your arguments?
•Academic Skills – Writing 3000 words; + or – 10%
Assignment task:
As MNCs’ establish subsidiaries beyond borders of the parent country to produce services and goods, they experience complex situation related to management of human resources far away from their parent countries (Kim and Milnerz, 2019)
•Discuss how multinational companies, operating across borders, can ensure that their human resource policies and practices are applied equitably throughout the organization in order to generate company-wide thinking?
• You must use relevant industry examples to illustrate your answer
•And relevant theories to underpin your arguments or discussion
•This is not a Case Study question.
•Do not choose one international firm and use this for all your examples throughout your work. Various examples of international firms must be used.
•Within your analysis, you must provide relevant organization-based examples to support theoretical arguments.
•The assignment must have a wide and visible application to industry, through the application of appropriate and numerous organizational examples.
•This is not just a theoretical/conceptual question.
Consider;
•The concept of International human resources management / cross cultural management
•Human resources polices and strategies ( examine various HR policies/activities and strategies (we covered each week) in a methodical way and in detail, in order to explain how they help to answer the question)
• Standardization and localization strategies with impact of culture (One size does not fit all? Best fit or best practice?)
•Implication/ importance of application of human resource policies equitably across the whole organization in regard to generating company-wide thinking
•Def. Critical - expressing adverse or disapproving comments or judgements
•Def. Evaluate - judge or determine the significance, worth, or quality of
•Once you have explained the topic, argued what the best ways are …… you will also need to provide critical arguments about why they may not be the best ways too.
Briefly introduce the topic and outline your key ideas.
•An introduction might provide context and try to hook the reader’s interest.
•An introduction should give the reader a glimpse into your thoughts on the subject. You could briefly:
•introduce your main idea or key point
•highlight your other supporting points
What to avoid
•Avoid phrases like ‘In this essay I’m going to write about …’
•Avoid a detailed analysis of the text in your introduction.
•Avoid moving away from your topic. Stay focused on the essay title.
Remember
•An introduction will give the reader their first impression of your ideas. So it’s useful to spend time thinking and planning what to include.
Essay Sample Content Preview:
The International Aspect of Human Resources Management
1.0: Introduction
International Human Resources management involves the management of various resources, such as human resources, at a global level. International Human Resource Management enables an organization to attain a competitive advantage over its rivals and achieve its goals and objectives within its home country and host subsidiaries. The International aspect of Human Resources Management involves different activities, including; selecting, shortlisting, and recruiting, appraising employees, and training, managing global skills, and expatriating the management within the organization. International Human Resources Management involves three types of employees. The first type of employee includes individuals in the organization's home country and operates in the corporate head offices. The second category of employees involves individuals in the host countries who are working in the parent company subsidiaries. The third group includes individuals from other countries, neither from the home nor host countries. These individuals may operate in the main headquarters or in subsidiaries. They are mainly hired as expatriates. Multinational companies are incorporating various global human resources policies and strategies to meet international set standards regarding Human Resources Management and to ensure equitability through the organization, inclusive of subsidiaries.
2.0: Global Human Resources Policies
Multinational companies are increasingly adopting globalization due to the shift in market demands. Multinational corporations aim to incorporate the human resources policies of their home country into the global policies of Human Resources Management of their subsidiaries in host countries. The policies are formulated based on the company's global influence, structure, and market size covered by the multinational companies. International companies are considering various factors in their policies. The majority of the companies are incorporating the culture of the host country into their policies. The world has become more competitive and vibrant in regard to business. Countries have different policies and laws on gender equality or discrimination. A multinational company will define gender-based policies based on its home country's laws on the factor (Pucik et al., 2017).The parent company in the home country has the jurisdiction to deal with these issues depending on the company's mission, vision, and set objectives.
Gender issues affect a global company's reputation, revenue, and profits across its markets. With the increased adoption of globalization by companies, gender equality has become critical in recruiting and hiring procedures for the organization. Countries are pushing for global companies to include more females in their operations. Currently, women are viewed as a more potential workforce than men compared to previous decades when women were restricted to household duties (Luthans and Doh 2018). Multinational companies focus on incorporating and implementing policies that promote gender equality throughout the organization. Despite these factors, Multinational companies aim to recruit and hire individuals with the right set of competitive skills. Multinational companies are justified in formulating their policies and strategies based on their corporate goals and globalization since work is not defined to women or men rather than to the right people who can achieve set objectives (Luthans and Doh 2018). Nestle operating in France, widely known for its excellent coffee, has over the past years various ender imbalance challenges in its host country affecting its international reputation, thus making it difficult for the company to penetrate and expand to other regions and reducing its overall revenue and profit. According to the trade union in France, the company's Human Resources policies on recruitment and training are discriminatory. They identified over the last few years, the company had failed to offer any senior promotions to women and providing training on the company activities to the same gender.
These aspects have resulted in remuneration variations among female and male employees, limited women opportunities in senior positions, and limited training opportunities for women. According to the French legislation laws, multinational companies operating in the country with more than 200 employees must have an equality committee to ensure all employees receive equal treatment and opportunities despite their gender. Nestle France was identified as lacking gender equality and lagged behind its main rival Danone which had incorporative gender policies. The company's top management became concerned about the allegations and sanctioned a survey within the company. Results from the survey indicated women faced immense discrimination within the organization compared to their male counterparts in regard to promotion and training workshops. Upon the discovery, the Nestle management changed its human resources policies to promote gender equality across its ranks. Additionally, the management also proposed various mechanisms to uphold equality throughout the organization in its human resources policies on the global front. Implementing the policies led to more women holding senior positions in the company and more females being nominated to the board of directors. The Nestle France case illustrates how weak human resources policies on gender affect a company's reputation in host countries, it's revenue, and profits. It is critical for Multinational companies to formulate Human Resources policies that comply with the host country's laws to gain a competitive advantage and increase their revenues.
Various European countries have continuously pushed for gender equality in their labor markets. The Norwegian government has stipulated different Human Resources policies for companies operating in the country to ensure gender equality. The government identified majority of the multinational companies in the country have few female employees. To solve this problem, the government encourages the multinational companies to formulate HR policies that favor female staff recruitment and policies that promote female employees to supervisory roles within the organization. The Norwegian government introduced these laws because 50% of the country's population is women. In the event women are empowered equally to men, they can contribute to society at the same level as men. In many countries, men work more than women due to the cultural beliefs that women should carry out household duties and bear children. Multinational companies in these countries should alter their Human Resources policies on gender equality to boost their growth and easier penetration to other regions that are critical of gender equality.
2.1: Strategies for Global Human Resources Management
Multinational companies face various challenges. In their global operations, the shortage of qualified personnel is the main challenge. Multinational companies have identified intellectual capital and Human Resources as critical financial assets to achieving competitive advantage. Excellent Human Resources Management in multinational companies aims to identify the right individuals for the right job and offer the right remuneration package. This can be achieved through the chief executive officer leadership in the company to actualize its HR reality. It will also require the HR to be included in the company's management board. Multinational companies should adopt and implement strategies that promote hiring, training, managing, and retaining their workforce in all their subsidiaries.
A good example is International Business Machinery Corporation and Unilever, multinational companies that have utilized their global Human Resources to gain a competitive advantage in their respective markets. Unilever limited has strived to promote an excellent Human Resources Management for its parent company and its offshore branches. Additionally, the company's Human Resources has been incorporated into its board to help grow and develop the business, such as in hiring, shortlisting, and managing existing employees and individuals in the market. Unilever has defined 75% gain of managerial gains since 1989 upon the incorporation of the global HR policies. On the other hand, International Business Machine Corporation has adopted a global HR strategy to expand to new territories to gain more profits rather than laying off its staff.
Human resources managers of multinational companies may adopt several strategies for their activities in offshore branches, including;
* Development of a mobility pyramid: Multinational companies' human resources managers should identify individuals within the organization who are willing to work in offshore branches and in global subsidiaries (Nankervis et al., 2019). When recruiting and hiring employees, the multinational companies consider if individuals are willing to relocate to other regions (Dickmann 2021). Additionally, they consider managers as business developers in expanding to new areas.
* Leadership capital: the multinational company should make it clear that employee personal input is voluntary. However, the Human resources manager and other managers will utilize data on personal achievement and teamwork participation in ...
1.0: Introduction
International Human Resources management involves the management of various resources, such as human resources, at a global level. International Human Resource Management enables an organization to attain a competitive advantage over its rivals and achieve its goals and objectives within its home country and host subsidiaries. The International aspect of Human Resources Management involves different activities, including; selecting, shortlisting, and recruiting, appraising employees, and training, managing global skills, and expatriating the management within the organization. International Human Resources Management involves three types of employees. The first type of employee includes individuals in the organization's home country and operates in the corporate head offices. The second category of employees involves individuals in the host countries who are working in the parent company subsidiaries. The third group includes individuals from other countries, neither from the home nor host countries. These individuals may operate in the main headquarters or in subsidiaries. They are mainly hired as expatriates. Multinational companies are incorporating various global human resources policies and strategies to meet international set standards regarding Human Resources Management and to ensure equitability through the organization, inclusive of subsidiaries.
2.0: Global Human Resources Policies
Multinational companies are increasingly adopting globalization due to the shift in market demands. Multinational corporations aim to incorporate the human resources policies of their home country into the global policies of Human Resources Management of their subsidiaries in host countries. The policies are formulated based on the company's global influence, structure, and market size covered by the multinational companies. International companies are considering various factors in their policies. The majority of the companies are incorporating the culture of the host country into their policies. The world has become more competitive and vibrant in regard to business. Countries have different policies and laws on gender equality or discrimination. A multinational company will define gender-based policies based on its home country's laws on the factor (Pucik et al., 2017).The parent company in the home country has the jurisdiction to deal with these issues depending on the company's mission, vision, and set objectives.
Gender issues affect a global company's reputation, revenue, and profits across its markets. With the increased adoption of globalization by companies, gender equality has become critical in recruiting and hiring procedures for the organization. Countries are pushing for global companies to include more females in their operations. Currently, women are viewed as a more potential workforce than men compared to previous decades when women were restricted to household duties (Luthans and Doh 2018). Multinational companies focus on incorporating and implementing policies that promote gender equality throughout the organization. Despite these factors, Multinational companies aim to recruit and hire individuals with the right set of competitive skills. Multinational companies are justified in formulating their policies and strategies based on their corporate goals and globalization since work is not defined to women or men rather than to the right people who can achieve set objectives (Luthans and Doh 2018). Nestle operating in France, widely known for its excellent coffee, has over the past years various ender imbalance challenges in its host country affecting its international reputation, thus making it difficult for the company to penetrate and expand to other regions and reducing its overall revenue and profit. According to the trade union in France, the company's Human Resources policies on recruitment and training are discriminatory. They identified over the last few years, the company had failed to offer any senior promotions to women and providing training on the company activities to the same gender.
These aspects have resulted in remuneration variations among female and male employees, limited women opportunities in senior positions, and limited training opportunities for women. According to the French legislation laws, multinational companies operating in the country with more than 200 employees must have an equality committee to ensure all employees receive equal treatment and opportunities despite their gender. Nestle France was identified as lacking gender equality and lagged behind its main rival Danone which had incorporative gender policies. The company's top management became concerned about the allegations and sanctioned a survey within the company. Results from the survey indicated women faced immense discrimination within the organization compared to their male counterparts in regard to promotion and training workshops. Upon the discovery, the Nestle management changed its human resources policies to promote gender equality across its ranks. Additionally, the management also proposed various mechanisms to uphold equality throughout the organization in its human resources policies on the global front. Implementing the policies led to more women holding senior positions in the company and more females being nominated to the board of directors. The Nestle France case illustrates how weak human resources policies on gender affect a company's reputation in host countries, it's revenue, and profits. It is critical for Multinational companies to formulate Human Resources policies that comply with the host country's laws to gain a competitive advantage and increase their revenues.
Various European countries have continuously pushed for gender equality in their labor markets. The Norwegian government has stipulated different Human Resources policies for companies operating in the country to ensure gender equality. The government identified majority of the multinational companies in the country have few female employees. To solve this problem, the government encourages the multinational companies to formulate HR policies that favor female staff recruitment and policies that promote female employees to supervisory roles within the organization. The Norwegian government introduced these laws because 50% of the country's population is women. In the event women are empowered equally to men, they can contribute to society at the same level as men. In many countries, men work more than women due to the cultural beliefs that women should carry out household duties and bear children. Multinational companies in these countries should alter their Human Resources policies on gender equality to boost their growth and easier penetration to other regions that are critical of gender equality.
2.1: Strategies for Global Human Resources Management
Multinational companies face various challenges. In their global operations, the shortage of qualified personnel is the main challenge. Multinational companies have identified intellectual capital and Human Resources as critical financial assets to achieving competitive advantage. Excellent Human Resources Management in multinational companies aims to identify the right individuals for the right job and offer the right remuneration package. This can be achieved through the chief executive officer leadership in the company to actualize its HR reality. It will also require the HR to be included in the company's management board. Multinational companies should adopt and implement strategies that promote hiring, training, managing, and retaining their workforce in all their subsidiaries.
A good example is International Business Machinery Corporation and Unilever, multinational companies that have utilized their global Human Resources to gain a competitive advantage in their respective markets. Unilever limited has strived to promote an excellent Human Resources Management for its parent company and its offshore branches. Additionally, the company's Human Resources has been incorporated into its board to help grow and develop the business, such as in hiring, shortlisting, and managing existing employees and individuals in the market. Unilever has defined 75% gain of managerial gains since 1989 upon the incorporation of the global HR policies. On the other hand, International Business Machine Corporation has adopted a global HR strategy to expand to new territories to gain more profits rather than laying off its staff.
Human resources managers of multinational companies may adopt several strategies for their activities in offshore branches, including;
* Development of a mobility pyramid: Multinational companies' human resources managers should identify individuals within the organization who are willing to work in offshore branches and in global subsidiaries (Nankervis et al., 2019). When recruiting and hiring employees, the multinational companies consider if individuals are willing to relocate to other regions (Dickmann 2021). Additionally, they consider managers as business developers in expanding to new areas.
* Leadership capital: the multinational company should make it clear that employee personal input is voluntary. However, the Human resources manager and other managers will utilize data on personal achievement and teamwork participation in ...
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