International Human resource Mangament - Case Study Example

International Human Resource Management Affiliation: What are the key issues of diversity management in this case study and how are they manifested?One of the issues is the gender balance of the senior management in the company where there are more men than women and this trend has continued to increase since the acquisition of IBM and the company becoming global. The other is the culture differences of the employees working in this global company and this is being manifested in the increase in non-Chinese employees from other parts of the world coming to work in China (Harzing and Pinnington, 2012).2. How would you design a global cross-cultural management policy for Lenovo, taking into account its increasingly diverse workforce?

First is to have a team comprising of different racial groups working in that company in order to get their opinion on how they would like to integrate with the rest of the employees. They will also shed more light into their cultural expectations to curb the culture shock. Second, have welcoming program and manual for new employees of different cultures when they go to work for the company branches in countries different from theirs in order to help them get acclimatized with the expectations of that culture sooner.

The policy should not impose cultural expectation to the foreigners but let them be free to decide on issues like accommodation on their own to avoid the awkwardness and also emphasize privacy and freedom. This would attract more foreigners and increase the diverse workforce (Adekola and Sergi, 2007).3. Chinese firms generally suffer from a poor image of low product quality, poor CSR and HRM. How would you help Lenovo to attract non-Chinese talent to work for the Company in its global operations, particularly outside China?

One way is to establish diversity in their management with no discrimination whatsoever of gender, race or age to help attract more foreigners. The company should also use a bottom-up approach when trying out CSR activities. The employees should be fully engaged in these decisions. This will help them feel part of the company and being appreciated and this virtue attracts many people. The development and enforcement of cross-cultural management policy will also be an added advantage to the company since people will feel their needs are being addressed and hence become comfortable with working with the company (Caligiuri, Lepak and Bonache, 2010).

ReferencesAdekola, A. and Sergi, B. (2007). Global Business Management: A Cross-Cultural Perspective. New Jersey: Ashgate Publishing Ltd.Caligiuri, P., Lepak, D. and Bonache, J. (2010). Managing the Global Workforce. New Jersey: John Wiley and Sons.Harzing, A. and Pinnington, A. (2012). International Human Resource Management. Washington DC: Sage.