649 Words Dec 24th, 2014 3 Pages
HUMAN RESOURCE MANAGEMENT You are required to answer Section A Question 1 and 3 Question selected form part B

Section A:
1. Pucik (2007) identified three strategic approaches to International HRM, Identify and critique each of these approaches in relation to the India Calling case study discussed in class. Bring in examples from other organisation.

Section B:
2. The models associated with best practice school of HRM assume a universalist approach which suggests a specific set of practices will lead to superior organisational performance. Critically evaluate the relevance of this approach in modern organisations with reference to relevant theory.

3. Line managers play a critical role in implementing HRM policies and procedures,
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1. A mega-national strategy, which means that the whole company operates in a centralized fashion. Worldwide facilities are centralized in the parent company, products are standardized, and overseas operations are used as delivery pipelines to serve international markets. There is tight central control of strategic decisions, resources and information. As a result, the competitive strength of the mega-national firm is its global integration resulting in cost efficiencies. However, the firm’s ability to respond to variations in local conditions is limited and the international operation can become bureaucratic and inflexible.
2. A multi-domestic strategy, which emphasizes local differences by decentralizing operations to their subsidiaries and local business units in order to the close to customers, to create a heightened sense of local accountability and to encounrage more local innovation and entrepreneurship. But this can lead to an inability to compete on global term with fully integrated competitors, slowness in responding to change and failure to benefit from pooled resources, including knowledge and management expertise. Decentralized companies meeting these problems tend to veer towards centralization until bureaucracy, lack of responsiveness and the inability to retain good people locally leads the pendulum to swing again towards