Ste. Basil Hotel - Moscow: Struggling with Values in a Post-Communist State

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

In the text this week we learned about different cultures and the different behaviors in these cultures. In

Cultures around the world have their own set of behaviors and actions that are considered acceptable and appropriate to humanity. Because of the differences between cultures, some may experience the idea of deviance without realizing they are doing so. The term deviance is any behavior that violates rules or cultural norms. A norm is a social expectation that guide human behavior. When one violates cultural practices, he or she may seems like everything would be okay but there are people who may not be appreciate of such behaviors and/or think that one is acting social norm. Understanding culture practices require one to be involved and participating in the culture. Sometime the best method to truly comprehend a practice is to act upon it and realized that it may or may be “right” behavior within a particular culture.

Culture is a highly influential factor on humans. Humans are still subject to error, and therefore, can have their conclusions affected by the lens of their culture. For example, something foreign to the native culture of an individual may be reacted to as “taboo” or “immoral.” In contrast, something

Today's society faces a lot of challenges in addressing, adhering to and adapting to changes in cultural and social norms. What people refer to as normal human behavior in one society can normally be seen as wrong in another. One of the most social

While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the

While a closed, collectivist culture may look down upon what they may perceive as negative behaviors of those in their group, other outsiders from other cultures may be given some slack because they don’t know proper behavior, even if they are trying. Those from these collectivist societies that travel to the west cannot

Throughout history, there have been many different aspects that have been looked at in all culture ways . Many researcher’s have studied the history and the lifestyle of the different societies and particular cultural norms. This information is gathered from media, weather be it through internet, newspaper, television or simply history books as educational informers. Although these are the most common bases for societal general knowledge, in the inner truth occurs within the inner realms of particular societal. We as Americans sometimes fund the ways in which many of these cultures do things different, weird, or crazy. They are for us to look forage deeper into these different aspects but sometimes many of us choose to just believe the

In 2002, Paul Fortune, the HI general manager was assigned to take over RDH management. Fortune’s challenge was to transform laid-back family-based employees, into professional, dynamic employees working under an international organizational management style. Fortune’s goal was that within two years the local Chinese employees could be transformed to world-class hotel employees. He introduced a two month training to search for employees that could handle these changes (Grainger, 2008).

In comparing and contrasting the way the cultures in the three texts determine acceptable norms, they all have a similarity in that the norms are achieved through peer pressure and by tradition. At the same time, the cultures also determine how those who don’t meet the norms or are different should be treated. In all three cultures they try to change those who are

The International Human Resource Management (IHRM) is about the global management of human assets (e.g. Adler and Ghadar 1990; Brewster 2002). The motivation behind IHRM is to empower the firm, the Multinational Enterprise (MNE), to be prosperous globally. This necessitates being competitive globally, efficiency, locally reactive, versatile and responsive within a moment’s notice, and proficiency in exchanging information and knowledge over extensively scattered units. These necessities are momentous, and the extent of the reality is undeniable: for instance, a significant number of companies worldwide are under perpetual competition from competitors (Bartlett and Ghoshal 1998). On the other hand, the majority of the developing markets are under constant barrage by foreign direct investments (FDIs) and by the MNEs of developed countries (UNCTAD 1999).

Misunderstanding may be occurred if culture differences are not well-managed even these colleagues are working in the same organisation (Hall, 1995, p.6). In the case study, seven expatriates of JKL have their own problems and for JKL, there is a high expatriate leaving rate after repatriation (Appendix F).

Before proceeding with an overview of current theories of SIHRM, it is important to distinguish between international human resource management (IHRM) and strategic international human resource management (SIHRM). In keeping with Schuler and colleagues ' (1993) and Lado and Wilson 's (1994) work, we define the MNCs IHRM system as the set of distinct activities, functions, and processes that are directed at attracting, developing, and maintaining an MNCs human resources. It is thus the aggregate of the various HRM systems used to manage people in the MNC, both at home and overseas. By including headquarters (HQs) in this definition, we recognize that the parent company can become simply another one of the units of the MNC (cf. Hedlund, 1986). Strategic Human Resource Management (SHRM), in contrast, is used to explicitly link HRM with the strategic management processes of the organization and to emphasize coordination or congruence among the various human resource management practices (Schuler & Jackson, 1987; Wright & McMahan, 1992). Thus, SIHRM is used to explicitly link IHRM

Multinational companies (MNCs) gradually more control the world’s markets, and are playing an essential role in the globalization of economic movement. In sequence, the need for develop new forms of trans-national management organization is very much necessary where MNCs manage their employees on an international standard and this is viewed as important to the achievement of globalizing strategies (Bartlett and Ghoshal, 1989). A considerable body of literature investigate that transfer of “best practice” in Multinational Companies have been made, dazzling the importance emotionally concerned to the effective management of people from corner to corner national boundaries for Multinational Companies performance (Hofstede, 1980, 1997; Bartlett and Ghoshal, 1989; Adler, 1986; Adler and Ghadar, 1990; Yuen and Kee, 1993; Guest et al., 1996; Ferner, 1997; Edwards and Ferner, 2000). HRM practice from the home country to abroad subsidiary may be hampered by constraints set by the culture and tradition of the host country (Jain et al., 1998). In compare to, home country variation are more likely to create complexity for the “reverse” distribution of practice back from foreign subsidiaries. For trans-national business organization trying to develop “global” best practice, national limitations could be resulting from both the home and host country (Ferner, 1997; Edwards, 1998; Edwards and Ferner, 2000; Zhang, 2001). Dissimilarity in national business systems has influence HRM practice

The hotel also faced the challenge of employee satisfaction. Shea (pg 10) points out that some of the employees at the Moscow Aerostar Hotel possessed the view that compensations that were issued by the hotel was not enough. Additionally, others maintained contrary political view on their employer.