Topic Evaluation Worksheet 9

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The University of Queensland *

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Economics

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Apr 3, 2024

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Topic Evaluation 9. Presentation: HR strategies in multinational firms Question 1 : What are the tensions between global integration and local adaptation in multinational HRM? What are the two HRM models in multinational HRM? What aspects did the group explain most clearly and correctly? What important elements, if any, did the group not explain clearly or correctly? a) List arguments for global integration and local adaptation in multinational HRM (10%) Arguments regarding global integration in multinational HRM can relate to: quality assurance and global branding, consistency and effectiveness, leveraging capabilities and deploying the best practices and economies of scale. Whereas arguments regarding local adaptation include: different needs referring to cultural and institutional environments and market and industry characteristics. b) Some general observations in local adaptation in multinational HRM (20%) Generally, it is known local HR departments are extremely important for local adaptation due to the knowledge of the area that it brought to the table. This knowledge varies between local labour markets, employment laws and the cultural norms that will enable a company to run their business. This places importance on development-orientated models of HRM to ensure that the local adaption process is done smoothly, and the cultural aspects are considered respectfully. c) Explain the two HRM models in multinational HRM (20%) Initially the bonus-drive model of HRM discusses a corporate executive focus toward setting and monitoring financial targets e.g. (KPI’s within retail from personal experience). This bonus is orientated around incentives and seeking higher rates of return that lead to break-up of long-established corporations. Alternatively, the development-orientated model explains that managers must use further communication sources to ensure the organisation has a larger level of synergy regarding policies and processes to results in efficiency and effectiveness.
d) Aspects that were well explained by the presentation group (10%): - Bonus-driven model was explained well in great depth with analysis provided displaying all aspects of the model. This was further accounted for with engaging content - Global integration was explained to great extent although not very engaging it conveyed the information regarding the different aspects of HR strategies in multinational firms e) Aspects that could be explained better by the presentation group (10%): - The development-orientated model could have been explained with more detail, as the bonus-driven model was. The seminar as a whole was not very engaging however, this can be expected with less people within the class and it being the final week Question 2: Reflecting on case Case study 11.1: Life after Arnold and based on your understanding of lecture content and textbook, what are the HRM practices that support the HRM model when Arnold was in charge? What are the HRM practices that support the HRM model the new CFO is proposing? (30%) Arnold’s ways of managing has led to a gradual decline due to the bonus driven structure he has adopted, which works well in a short term aspect however, in this scenario displays a lack of synergy between management. The HRM practices that support the HRM model the CFO is proposing includes change management style based approach towards, global integration and the development driven model. Ensuring an increase in revenue and overall change to the firm.
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