Essays on Comparative Human Resource Management Case Study

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The paper ' Comparative Human Resource Management' is a great example of a Management Case Study. Multinational companies operate branches as well as business units within a number of countries. Human resources are faced with challenges related to putting up uniform company policies as well as bringing together culturally diverse individuals so as to form one employee company (Purcell et al. , 2003). Therefore, human resources must learn local laws impacting employment hence keeping the workplace safe from tourism, natural disaster as well as health epidemics. Furthermore, theories associated with managing people have been moving back and forth without any complete control over both the people and the other resources.

From past experiences, companies have adequately responded to challenges with regard to control and coordination in various ways (Contractor, Kumar, and Kundu, 2007). Some companies have implemented matrix structures whereas others have concentrated on developing core building coordination capabilities (Bender and Fish, 2000). During the past years, international management has shifted its attention to the effects of globalization on the organization of human resources all over the world. As more markets worldwide internationalize, more countries integrate into the world economy and thus choose to expand to their processes over their borders.

Issues that accompany people management, as well as the career development of individuals in these companies, have become very crucial in the strategic planning and processes in companies (Contractor, Kumar, and Kundu, 2007). Therefore, this report will analyze the human resource management challenges faced by multinational companies and the ways those challenges are addressed. HRM and Multinational CompaniesGlobal HRM has not given enough attention to the multinational companies from upcoming economies in spite of any management domain (Simons, 2011).

Within developing countries, multinational companies often tend to be of a smaller scale with few resources as well as international experiences when compared to their competitors in developed countries. This bounds their capability to transfer management practices within their subsidiaries. Past researches on the topic of multinational companies have recognized dual pressures for the necessity to adapt to the home country as well as host country organizational environments when implementing HRM strategies.

References

Bender, S and Fish, A 2000, ‘The Transfer of Knowledge and the Retention of Expertise: The Continuing Need for Global Assignments’, Journal of Knowledge Management, 4(2), 125–35.

Bolden-Barrett, V 2015, What Challenges do Multinational Firms Face in the HR Department?, Demand Media, Retrieved from http://everydaylife.globalpost.com/challenges-multinational-firms-face-hr-department-28100.html

Brewster, C., Sparrow, P & Harris, H 2005, Towards a new model of globalizing HRM, International Journal of Human Resource Management, 16(6), 949-970.

Chang, Y. Y., Wilkinson, A., & Mellahi, K 2007, HRM strategies and MNCs from emerging economies in the UK, European Business Review. 19(5), 404-419.

Contractor, F. J., Kumar, V., & Kundu, S 2007, Nature of the relationship between international expansion and performance: The case of emerging market firms, Journal of World Business, 42, 401-417.

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Ferner, A., Almond, P & Colling, T 2005, Institutional theory and the cross-national transfer of employment policy: the case of ‘workforce diversity’ in US multinationals, Journal of International Business Studies, 36(3), 304-325.

Future HR Trends 2016, Future HR Trends, Retrieved 30 March 2016, from http://futurehrtrends.eiu.com/report-2014/challenges-human-resource-management/

Guest, D E, Michie, J, Sheehan, M and Conway, N 2000a, Employee Relations, HRM and Business Performance: An analysis of the 1998 workplace employee relations survey, CIPD, London.

Machado, C 2015, International human resources management: challenges and changes, Cham, Springer.

Pudelko, M & Harzing, A 2007, Country-of-origin, localization, or dominance effect? An empirical investigation of HRM practices in foreign subsidiaries. Human Resource Management. 46(4): 535-559.

Purcell, J, Kinnie, K, Hutchinson, S, Rayton, B and Swart, J 2003, People and Performance: How people management impacts on organisational performance, CIPD, London.

Schuler, R. S., Budhwar, P & Florkowski, G 2002, International human resource management: Review and critique, International Journal of Management Reviews, 4(1), 41–70.

Simons, R 2011, Human resource management: issues, challenges and opportunities, Oakville, Ont: Apple Academic Press.

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