Essays on Managing Human Resources of The Corporation within the Culture of the Country Essay

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The paper 'Managing Human Resources of The Corporation within the Culture of the Country  ' is a great example of a Management Essay.   With the progressive globalization of international organizations and business corporations, there is also the progressive challenge given the fact that the situation is characterized by the factor of managing an expatriate workforce in the international scenario, for the strategic completion of important work within the system (Brewster 1998, Gregersen & Black 1996). Most multinational companies, -MNCs-make use of expatriates, not just for extending power over the international operations and for managing the overall trend at using national models of leadership in international markets but also because of the fact that ensuring entry into and expertise reasons in vital global markets, but also to facilitate entry into new markets or to develop international management competencies (Bird & Dunbar 1991, Rosenzweig 1994, Shaffer, Harrison & Gilley 1999). Although it a widely accepted fact that problems relating to the process of human resource management are complicated in the context of the larger international environment, one could also find growing proof that would seem to suggest the fact that the nature of expatriate management in an international scenario with the human resource management index in place, would be a large determinant of the triumph or collapse of the business (Tung 1984, Hiltrop 1999).

In the case of some of the more well known and the established  MNCs, the inability to successfully communicate and to synchronize their activities in international business has the potential to plunge them into a crisis. The crises confronting  MNCs include failed assignments due to the premature return of expatriates and the loss of their returned expatriates due to poor repatriation.

These crises, due to poor expatriate management, can, therefore, threaten the organization’ s performance and capabilities in the international arena. If one is, therefore, to stay away from a catastrophe in expatriate management, the idea would be to follow a three-pronged process. The first test for international human resource is to plan in an effective manner, the selection of candidates that would be chosen for expatriate assignments. The second most important factor is, that, ensuring correct placement and work allocation for expatriates that are returning from an overseas assignment in the parent nation should be a priority for the attention of the management.

Essentially, the primary crisis management roles of international human resource (IHR) professionals are those of record custodians, crisis management team members, communicators, and contributing writers to the emergency plan (Williamson 1991). This multifaceted role of IHR  includes providing professional counseling to help employees and their families to deal with the psychological problems associated with a hostage or an evacuation situation, to concentrate on the well-being of their workforce, but they also addressed compensation and benefits issues, reassignment issues, legal issues, health, safety, and security issues.

In the following discussion, one outlines the plan for expatriate management for an MNC starting operations in China. In contemporary times that are characterized by business expansion in the developing countries, one of the most important destinations for manufacturing expansion in the international market is the Chinese destination- this is also in line with the overall trend of tweaking the two endpoints of the value chain that would also be being moved to those of the developing countries.

This has an ultimate manifestation in the fact that an increasing number of expatriate workers are being assigned to China, where the issues related to the management of human resources are a lot more complex given the fact that traditional expatriate management model becomes not so suitable to the environment of Chinese subsidiaries (Gail Reinhart 2005). This ultimately results in problems given, especially, the cross-culture nature of management that a Chinese set-up requires. From a western perspective, Chinese culture, institution, and people may appear completely baffling.

Reference

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Brewster, C. (1998). International HRM: Beyond expatriation. Human Resource Management, 7(3), 31-42.

Gregersen, H.B., & J.S. Black (1996). Multiple commitments upon repatriation: Japanese Experience. Journal of Management. 22(2), 209-230.

Bird, A., & Dunbar, R. (1991). Getting the job done over there: Improving expatriate productivity. National Productivity Review, Spring, 145-156.

Shaffer, M.A., Harrison, D. A., & Gilley, M.A. (1999). Dimensions, determinants, and differences in the expatriate adjustment process. Journal of International Business Studies, 30(3), 557-559

Tung, R. L. (1984). Strategic management of human resource in the multinational enterprise. HR Management, 23 (2), 129-143

Hiltrop, J.M. (1999). The use of HRM practices in international and domestic organisations, New Zealand of Industrial Relations, 24(1): 47-61

Zhao, S., Down, P. J., and Welch, D. E., (2001). ‘Human Resource Management of Multinational Corporations’. Publication of Renming University of China, Beijing. p183

Chew, J. (2004). Managing MNC Expatriates through Crises: A Challenge for International Human Resource Management, Research and Practice in Human Resource Management, 12(2), 1-30.

Long, B., C., (1981). ‘Work Related Stress and coping Strategies of professional women’. Journal of Employment Counseling. Vol.25. pp37-44

Black, S., Mendenhall. M., and Oddou, G., (1981). ‘Toweard a comprehensive Model of international adjustment: An integration of multiple theoretical perspectives’. Academy of Management Review. 16(2). 281-317

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