Human Resource Management in Multinationals Essay

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

The HRM policy of a firm is looked as a most important strength which needs to be taken care of all the time to have a competitive advantage within the industry they operating in. Multinational corporations (MNCs) seek to transfer their home-country human resource management (HRM) practices to their overseas subsidiary as to them it is just another approach towards globalisation. It can be an element of success for MNCs if they manage to transfer these HRM practices across their subsidiaries in an effective manner. An effective transition of these policies depends on the organisational, cultural, social and relational factors (Bartlett & Ghoshal 1998; Evans, Pucik & Barsoux 2002; Poedenphant 2002). The transition of these policies

When companies engage in a cross-national border business, there is often the need to send employees among the parent country nationals (PCNs) to manage the company’s activities. This strategy of staffing is known as ethnocentric staffing and these employees are regarded as expatriate while the host country nationals (HCNs) are regarded as local staff (Robson & Society for Human Resource Management (U.S.), 2008).

Human resource management refers to the process of dealing with people or controlling them. It plays an important role in effective utilization of human resources and bringing effective people in an organization (Attridge, 2009). With the following research at DaVita, one shall come to know about the standard model of HRM and how it is employed in the strategic planning of an organizational structure.

The ethnocentric staffing policy approach chooses United States as top ranking employees international operations. We will give executive positions to US citizens located in the manufacturing state of Tamaulipas, Mexico. The main advantage of this staffing approach is that it allows the EcoPlay! to make sure that the people in the top positions are experienced in the business of the manufacturing industry. This is because the people in the host country, Mexico, does not have enough skilled workers for staffing top positions in the industry. The ethnocentric staffing policy approach is also employed to make certain the culture of the entire industry is unified rather than diversified. The problem we might encounter with this approach is that

This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, design and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources Management strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.

Human resource management functions in multinational companies are incredibly complicated by the need to adapt policies and procedures related to personnel, to differences between the countries, which is one of the branches. In particular, the countries cultural differences, differences in economic development and legal systems may require an international company adaptation programs of hiring, firing, training and remuneration for

As a Human Resource Director, it is my duty to launch a performance management system. There are many different systems that would benefit this 5-year-old company but the one most beneficial has to be put in place. All factors have to be addressed when deciding on the system. The age of the company which is 5 years old. This is significant because the same performance management tool that a 50-year-old company would use may not be valuable to this company. Another factor that must be addressed is the average age of the employees. The average 33-year-old may respond differently then would a 55-year-old seasoned employee to an employee performance management system.

In today’s global economy, having a workforce with international experience is crucial for companies to maintain their competitiveness. Currently, approximately 80% of all midsize and large firms send their professionals overseas for international assignments. Expatriate expenses may cost up to two or three times the amount that the employee with equivalent position may have back in their home country. The total expatriate package may cost up from $300,000 to $1 million dollars, depending on their location and their designation. For international assignments, professionals are usually given foreign posts for two reasons. First, is to generate and transfer knowledge. Second, to develop their global skills or do both.

When companies engage in a cross-national border business, there is often the need to send employees among the parent country nationals (PCNs) to manage the company’s activities. This strategy of staffing is known as ethnocentric staffing and these employees are regarded as expatriates while the host country nationals (HCNs) are regarded as local staff (Robson & Society for Human Resource Management (U.S.), 2008).

The significance of regulating employee relations cannot be underestimated. A cohesive workforce and harmonious working environment are necessary ingredient for an organization that seeks to grow its potential. As some of the important resources of a company, employees’ welfare ought to be of great concern to the company. Making the employee comfortable within the organization starts with ensuring good relations among the workers. The possibilities of constant conflicts and potential disputes at the workplace are enough to make employees resign to move to other companies. Consequently, the high turnover rate damages the reputation of the company, further undermining any growth prospects. Regulation of employee relations is a necessary initiative. In the international spheres, the significance is emphasized by the diversification of cultures of the employees. In managing employee relations at the international level, certain issues take precedent over conventional approaches to employee relations. For instance, security would be a priority concern for workers in a country ravaged by wars or political instability. Similarly, health becomes an important issue in regions prone to constant epidemics. Failure to address such important issues may lead to the departure of employees. The unique resource abilities of specific employees and their potential to drive organizations to success, calls for strategic efforts and initiatives to retain them. Maintaining foreign expatriates in

In this paper I will discuss the stance McDonald’s takes towards companies going global. The chairman and chief executive officer, Michael R. Quinlan, discussed his standpoint at a conference in Chicago. I will use our text book, International Human Resources Management by Dowling, Festing, Engle Sr (Dowling, Festing, & Engle Sr, 2013) and Case 9.1 in the text (Advice for Companies Going Global, 1991).

The global business contexts have experienced tremendous changes causing international business management to face challenges of managing people from different cultures, religion, nationality and ethnicity. While going global, the international management has to face issues of workplace discrimination, stereotyping, cultural diversity, and ethnocentrism and so on, and these issues can be managed

The business world heavily relies on globalization. In order to remain competitive in their respective markets, corporations need to branch out to other countries, capturing more of the market share. This will not only cost a company a large amount of cash, but it also stresses their employees. Firms need to ensure they are sending the right managers to their offshore locations, or they could face dire consequences in both market share and employee attrition rates. Emphasis must be placed on properly training managers how to interact with citizens from the target country. This will ensure employees and customers are approached in the appropriate manner, quality employees are properly trained and retained, and companies’ expansions are possible.

Staffing has been an important aspect in all types of organizations’ development. More and more companies have noticed a good staffing plan could increase productivity and reduce operation costs in terms of lower turnover rate and transition costs. Good staffing could be able to minimize cost in order to maximize profit, because it could assist the company to stay more competitive within the industry. According to the definition by Dr. Green, “staff is the process of identifying work requirements within an organization; determining the number of people and the skills necessary to do the work; and recruiting, selecting and promoting the qualified candidates. It is the selection process of