Essays on International Human Resource Management Case Study

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The paper "International Human Resource Management" Is a perfect example of a Management Case Study. Donaldson's mistakes begin with the lack of recognizing or identifying the cultural difference in his new role or work environment. Having in Cairo with international students, Donaldson returned to the U. S to join Agro. Nonetheless, his success in Detroit cannot be attributed to his experience in cultural differences. In Detroit, Donaldson may have enjoyed the ease of working with the Americans rather than the multi-domestic environment in the international environment of the corporation. As illustrated in the case study, Donaldson is required to work with managers from Germany, France, and Portugal among others.

Nonetheless, he does not identify that each country has a set of cultural differences or factors that apply to businesses or management as well as communication. Even as an expatriate, Donaldson has not been able to learn any greeting from other languages such as Spanish or Germans (Littrell & Salas 2005 p. 312). This demonstrates his failure to identify the cultural barriers or differences that would require increased multi-domestic strategies to achieve success in bringing change to the corporation.

According to Littrell and Salas (2005), HR professionals tasked with modeling, implementing, and assessing training should be familiar with cultural differences. By not recognizing the cultural differences, Donaldson continues to face challenges further increasing his mistakes. Donaldson has developed a certain perspective where he believes the problem lies with the managers from numerous countries rather than in him. He does not follow a multi-domestic strategy when dealing with a diverse workforce in training and development. Donaldson failed to consider diverse trainee's values, backgrounds, and cultures.

As illustrated, each country has diverse values, cultures, and backgrounds that shape their view of others and that of businesses. By failing to take these issues into consideration, Donaldson made the mistake to apply a single strategy to manage a diverse group or team. This can be illustrated in his failure to recognize his role in creating teamwork by first recognizing his need to integrate into the group rather than integrate the group into his single strategy or perspective. Back in the U. S trust and acceptance in performance management is relatively low.

However, in the UK or Australia trust and acceptance are given increased emphasis. Another major mistake that Donaldson illustrated is the failure to culturally adjust individually and his family. One of the main challenges Donaldson faces in his ability to deliver is that of cultural adjustment both individually and his family. His family faces increased challenges based on the adjustment from the U. S to the UK. Moreover, Donaldson finds it hard to work with diverse managers who do not show any kind of support when it comes to implementing his strategies.

All these can be translated as mistakes that have contributed to the numerous challenges the company faces especially in the European environment. Why have these occurred? The mistakes illustrated above can be attributed to both individual competency and organizational failures. In the individual competency aspect, Donaldson's mistakes can be attributed to his failure or lack of competency. HR professionals tasked with modeling, implementing, and assessing training and development are required to consider cultural differences in a multi-domestic nature. This means taking in consideration the trainee’ s background, culture, and values.

As an HR professional, Donaldson had a role in ensuring that he has all the competencies required to work with a diverse group of people in the multi-domestic level. This means that Donaldson has a responsibility to adjust his life and work to meet the requirements of working in a highly diverse environment. In the case study, Donaldson does not consider the cultural difference in the corporation that makes his work challenging resulting in numerous mistakes.

References

Dowling, P.J., Festing, M. & Engle, A.D. 2008, International Human Resource Management, London: Cengage Learning.

Konopaske, R. & Werner, S. 2005, ‘US managers' willingness to accept a global assignment: do expatriate benefits and assignment length make a difference?’, The International Journal of Human Resource Management, 16,7, 1159-1175.

Littrell, L. N. and Salas, E. 2005, ‘A Review of Cross-Cultural Training: Best Practices, Guidelines, and Research Needs’, Human Resource Development Review 4: 305-334.

Ma Eugenia S.V, Raquel S.V and Ma Isabel B.A., 2007, ‘The adjustment process of Spanish repatriates: a case study’, The International Journal of Human Resource Management, 18 (8): 1396-1417.

Margaret L & Hugh S 2002, ‘Repatriation of European female corporate executives: an empirical study’, The International Journal of Human Resource Management, 13 (2), 254-267.

Mendenhall, M. E. and Stahl, G. K. 2000, ‘Expatriate training and development: where do we go from here?’, Human Resource Management, 39, 2&3, 251-265

Shen, J. 2005, ‘Effective International Performance Appraisals: Easily Said, Hard to Do’, Compensation & Benefits Review, 37, 70-79.

Suutari, V. and Tahvanainen, M. 2002, ‘The antecedents of performance management among Finnish expatriates’, The International Journal of Human Resource Management, 13 (1): 55-75.

Welch, D., Steen, A. and Tahvanainen, M. 2009, ‘All pain, little gain? Reframing the value of international assignments’, The International Journal of Human Resource Management, 20 (6): 1327-1343.

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