HRM - Essay Example

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A Critical Analysis on ‘Jaguar tells managers relocate to China or risk promotion’ Date Table of Contents Case Background 2 Three Important HR Issues 2 1.International Employees Resourcing 3 2.Resistance 5 3.Managing Cultural Diversity in Multinational Organisations 7 Recommendations to HR Professionals 9 Conclusion 10 Reference List 10 Case Background The article entitled ‘Jaguar tells managers relocate to China or risk promotion’, written by Peacock and published in The Telegraph on November 16, 2010 presents a contemporary human resources management (HRM) issue confounding global organizations…
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Download file to see previous pages As a decision strategy, Thurlby was reported to indicate that “those who refused had less chance of being shortlisted for a future top job at the company” (Peacock, 2010, par. 1). In this regard, the essay aims to address the following objectives, to wit: (1) to identify three important HR issues that are raised by this scenario (from the article); (2) to review and summarize the most pertinent research evidence and contemporary thinking relating to these issues; and (3) to set out clear and concise research-based advice to HR professionals who face similar situations. Specifically, the above mentioned objectives would be tackled using the topics on international employees resourcing, resistance and managing cultural diversity in multinational organizations. Three Important HR Issues The article written by Peacock (2010) proffered three contemporary and critical issues that face global organizations: international employees resourcing, resistance and managing cultural diversity in multinational organizations. These issues would be discussed in greater detail, as follows: 1. International Employees Resourcing The distinct characteristics of an international manager, known as an expatriate manager has been noted by Schneder and Barsoux (2003) as “a new type of cosmopolitan, multilingual, multifaceted executive who is operational across national borders (somewhat like James Bond)” (Schneider and Barsoux, 2003, p. 185). The plight and challenges experienced by expatriates are closely evaluated by Pires, Stanton & Ostenfeld (2006) in their discourse that aimed to provide guidelines to improve the adjustments and effectiveness of expatriates’ movement to ethnically diverse environments. Jordan & Cartwright (1998) depicted the most apt key traits and competencies that organizations should be aware of in selecting expatriate managers. Further, expatriation was seen as a promoter of change and an interrupter of status quo (Glanz & van der Sluis, 2001) that options need to be determined by organizations in terms of establishing a career plan to encourage the expatriate’s decision to move and determining options for the expatriates’ spouses. The Business Dictionary (2011) defines an expatriate as “a person who has citizenship in at least one country, but who is living in another country. Most expatriates only stay in the foreign country for a certain period of time, and plan to return to their home country eventually, although there are some who never return to their country of citizenship” (par. 1). In the case of Jaguar, the HR director specifically stated that the potential expatriate manager would be relocated to China on a three-year assignment. Concurrently, “those with partners, or children in schools, were often put off the upheaval of moving abroad” (Peacock, 2010, par. 2). The apprehension from the points of views of potential expatriate managers could be analyzed in terms of the potential problems identified as follows: (1) unprepared and ill-equipped to conform to the demands of a new environment; (2) failure ...Download file to see next pagesRead More
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