International HRM Strategy - Term Paper Example

There was a steadfast improvement in the production and marketing activities in all subsidiaries. The HR ethnocentric strategy employed led to the rise of expatriate managers, who run the subsidiary organizations on behalf of the main office. The top management believes that expatriate managers can implement the American business working culture effectively towards development. These cultures involve management styles, industrial production processes and working overtime. Some social features inhibited smooth running of the business in the subsidiary organizations.

In France, the labor force preferred to have an authoritative lines manager who would guide them instead of one who got his or her orders from the top management. An authoritative manager decides on his or her own (Kippenberger, 2002). The second cross- culture issue included in the case study involves working extra hours. The French work force believes in having both a professional and personal life. These cultural aspects counter the main idea for the tactic by not following the rules provided by the headquarters.

Another option would include taking shifts, in the case of public holidays (Wakin, 1979). The employees and managers could decide that different groups remain behind on one holiday while the rest go and vice versa. Employees need to learn rather than train. Training involves attending classes, which consumes both time and money (Fottler, 2002). Furthermore, with the high rate of change in technology employees need to learn how to operate and adapt to new things. In terms of trade unions and participation, the human resource department worked towards a no union policy.

Both local and international employees work towards the achievement of goals. The workers contributed in the production process and other subordinate activities, but not decision making. With the no union strategy, no unionized activities took place in either local or international sections of the firm.