The Stance Mcdonald 's ' International Human Resources Management ' 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

Companies are finding that many advantages can be gained by going global. As with anything however, there are also pitfalls to entering into global markets to sell, or make items. If I were the HR manager for a company that is creating offices around the globe, I would lobby for each country to have separate culture specific HR policies. What works for American companies will not even work in many parts of France. Snell and Bohlander spoke of the French workers taking their managers hostage(pg 19). While such an action would be cause for termination without much protest in America, the French have a different attitude towards work relations. If another western nation has such a different outlook towards work issues, imagine the pitfalls inherit with going to Asia, Africa, or Latin

McDonald’s is a global leader in the fast-food industry with 80% of its 36,000 restaurants franchised-owned with 1.9 million people employed in more than 100 countries (*). As a multinational corporation, McDonald’s has had to develop a global business model that can be implemented within local frameworks, opportunities, challenges and markets (*).

The major driver of global talent challenges for McDonalds’ is the globalisation. Although globalisation enables firms to employ workers in the developing economies of the world at much lower wages than is possible in the developed economies of the world (Wise and Covarrubias, 2012), it also leads to increasing competition in fast food industry (Asif et al., 2011; Gupta, 2012; and Royle, 2012). In such circumstance, global competitive advantage is only for those multinational firms that succeed in

This is a case study for McDonald’s corporation, which is demonstrated in Human Resource Management a strategic approach book written by William P. Anthony, K. Michele Kacmar, and Pamela L. Perrewe. Our task is to suggest different solutions to the questions which was asked in the end of case. The two questions which need to be address are:

Many companies today want to expand their business to the international business, which can bring cost down and profits up. Taking a business internationally means knowing the rules and regulations of the countries you are entering. There can be many issues with going global which include cultural barriers, diversity issues, multicultural issues, political issues, and economical issues. It is very important to know how important expansion is to the company and what implications will come from going global.

Multinational Corporations are large corporations that produce and sell goods or services in various countries. McDonald’s as a global food empire is facing major organizational behavioural issues. McDonald’s must tackle staff diversity, low retention rates and the motivation of workers.

Globalization is common in most large organizations as they thrive to maximize revenue and expand customer base by establishing operations in different countries and within different cultures. Consequently, these organizations have to consider cultural perspectives of the country in which that plan to operate. McDonald’s, established in 1954 by Ray Kroc in conjunction with the McDonalds brothers and with over 30,000 restaurants in more than 120 countries, is one of the world’s biggest fast food restaurant chains employing

When dealing with foreign countries in the future, make sure you are familiar with the four dimensions of international business. First, the political dimension, you should know the type of government they have, whether it is free, partly free or totalitarian. If dealing with a totalitarian government, you might reap huge profits, but you also lose most of the control running the business. If the business does help the country retain stability, you could also lose everything from the business itself to consumer trust. Second, the economic dimension, you should examine a nation’s economics, such as its rate of economic growth, inflation, budget, and trade balance. When McDonald’s decided to do business internationally, they found that it could perform well in cities that had potentially high growth rates, not just places that already had

According to (Adler, Nancy, and Allison, 459), there has been a developing trend among global business organizations to hire employees around the globe. This has been attributed to the need for growth and development to other areas in order to explore new markets. Global hiring refers to situation whereby the

Coca-Cola, a multi-national beverage corporation and manufacturer, started as a medicine sold in a small pharmacy that John Pemberton made in his backyard. This brand grew world wide through strategic marketing and affective global management. Managing a company globally is a tough task because there are several factors that affect a global workforce. The first challenge one may think of when determining the factors that affect the management of a global workforce may be the difference in language. This factor is actually small when compared to other differences needing to be addressed when businesses plan to become multinational. Major factors may include the differences in

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

Globalisation, as an integrated and independent world economy, has contributed to the rapid expansion of international trade and world’s economic growth (Paik & Vance, 2006; Mutsuddi, 2012). The increase presence of global firms is shifting domestic HR towards global HR in addition to carry out a wider span of HR responsibilities (Losey, Meisinger & Ulrich, 2005; Rao, 2010; Jie, 2011; Mutsuddi, 2012). The generation of cross-border labour market also had brought human resource management into an international context (Mutsuddi, 2012).

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

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