Essays on Major International Human Resource Management Related Issues Assignment

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The paper "Major International Human Resource Management Related Issues" is a good example of a human resources assignment.   In the globalization era, business firms do not confine themselves in one nation. To be able to explore novel opportunities and markets, firms expand their global operations. In the management of subsidiaries across diverse nations, the approach to operations, marketing, production, finance and most importantly human resource management functions must be tailored in accordance to the local environment within which the subsidiary operates. Firms are about people and to be able to grow and survive in global markets, they must adapt their human resource management practices for effective implementation of strategies.

International human resource management tackle issues emerging from the internationalization of business, along with human resource management practices, strategies and policies which an organization pursues in reaction to the internationalization of business. Introduction Business organizations constantly expand their global operations for profitability and sustainable growth. Effective management of human resources in organizations that operates internationally needs cultural awareness as well as the capability to respond swiftly within dynamic environments. Human resource managers usually handle the selection, recruitment, hiring, development and training of staff that organizations require to accomplish their business goals.

The managers also have the responsibility of establishing the procedures and policies designed to make sure that there is a fair, productive and safe working environment. Managing employees in global settings need inspiring and motivating staff to work together, even if they do not reside and work in a similar location (Sherman et al. , 2013). Question 1 Major International Human Resource Management Related Issues Recruitment Attraction, hiring and retention of a skilled labor force are the most important issues of human resource management.

Organizations that identify the worth of their employees greatly invest in the staffing function of the human resource. This is because a firm team of staff is capable of raising the profile of an organization, assist it to attain profitability and enable it to run efficiently and effectively. The staffing policies of international human resource management define the procedure through which the multinational corporation assigns the overseas workers to the most suitable candidate (Hill, 2013). Bosch majorly relies upon hiring and developing talents from inside the company.

It focuses upon the acquirement of skilled university graduates to meet a broader array of probable future managerial needs. Training of expatriates Expatriates are workers who relocate from home country to a foreign nation for job completion. Mendenhall et al. (2011) argue that selecting appropriate individuals is vital because wrong persons may lead to the early return of expatriates to their home countries and difficulties in global business operations. Training of employees and expatriates involved in the global business is a crucial factor in deciding the performance and quality of human resource in global business.

Bosch currently has over two thousand expatriates working worldwide. Majority of expatriate employees are assigned as a result of the process and technical expertise. However, some assignments are made for career advancement and training reasons. Benefits and Compensation Management of compensation and benefits is a function of human resources. The internationalization of organizations in the 21st century has a proposition that human resource should now adjust to novel ways of offering benefits to employees in the organization. Non-traditional benefits like flexing working hours and vacations are schemes to motivate existing workers and to attract and maintain new and skilled employees.

Balancing benefits and compensation for a firm’ s labor force is a vital international human resource function since it needs an understanding of the needs and wants of different groups of individuals. The host country of Bosch Kazakhstan has an economically active populace and comparably low cost of labor. Employees are usually paid around 527 dollars monthly. Employee development Professional development is an important human resource function. It is closely connected to training but while the needs of training are centred on the procedures and processes of an organization, professional development is concerned with offering workers with education and growth opportunities on a personal basis.

Bosch Kazakhstan understands that the development of employees is a consistent process of maintaining and developing workers’ qualifications required to deal with current and future challenges. Bosch utilizes management potential review in employee development. This procedure ensures full exploitation of the firm’ s reserves of high-potential workers and tracks employee development as well as career progression measures. Question 2 Staffing requirements of Bosch- Kazakhstan The philosophy of the Bosch group is to promote the intellectual, physical and moral development of its human resources.

The company believes in developing the existing employees in the company other than getting new hires from outside the company. Thus, much time is used in developing talent than the company already has. Bosch Kazakhstan possesses four production sites for gasoline, security, diesel motors and Bosch-Rexroth in diverse locations. The company is faced with numerous staffing predicaments. The labor market is extremely small, and the probable local candidates do not have international and national experiences. In addition, current competent Bosch staff Kazakhstan sites unappealing as a result of a petite labor market for competent specialists and managers.

The major spoken language in Kazakhstan is Russian, The ethnocentric staffing and 2.4 percent of the population are Germans. All top managers are expatriates, who are employees working away from their home countries (Festing & Froehlecke, 2008).

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