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"How can international human resource management respond to the need for global integration yet also local responsiveness in transnational corporations"
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Multinationals often learn the hard way when it comes to integrating HR systems to function optimally across the world, and some have spent enormous sums of money to solve this problem.
Even for the biggest and most innovative companies, this problem still worries them because the transition requires time to manage successfully. Time is something multinationals do not have. For most international corporations, the question is not an option between globalisation and localisation, but the delicate balance between the two. On one hand, business resembles an organism; it must build a global brand to maintain its organisational attributes in international expansion (Badie, 2011:39). On the other hand, global variation in cultural and institutional settings demands multinationals to establish local responsiveness. Overemphasis on global control and consistency can only impede domestic vitality and result in what is commonly referred to as the “headquarters syndrome.” This paper will examine how multinationals can implement and practice glocalisation – “think globally, act locally” – to balance its local HR needs with global HR systems so that overemphasis on one does not cause negative consequences for them (Kaynak and Fulmer, 2013:11).
Glocalisation requires HR managers to combine both global and local strategies. When implemented correctly, the rewards can spread evenly between local divisions and the multinational headquarters based abroad. Despite the global recession that followed the 2008 financial downturn, glocalisation surges on steadily. Scholars have argued that the core driver of glocalisation today is international corporations, which is true because they are the ones who need it the most. According to Drori (2013:18), as many large companies set up local or regional divisions in emerging and culturally rich markets, HR practitioners are required to implement sustainable HR practices that respond to local needs. HR
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The paper includes a discussion on the aspects in which organizations practice HRM and the issues arising after implementation of HRM. The paper includes major discussion on the issues pertinent to job satisfaction of employees, selection of employees on merit basis and uprightness of Human Resource Managers.
This trend requires strategic management considering numerous variables to be confronted within an unpredictable business climate. In such phenomenon of uncertainty, innovation is required (Beinhocker, 1997). As such, human resource management should be strategized with sensitivity to uncertain future, of variegated change processes, and of competition inherent to this type of business (Manning, 1998).
Industrial relations 6 2.6. Managing international staff & Global performance reward 7 2.7. International HRM trends: Contemporary issues and ethical challenges 8 3. Recommendations 9 4. Conclusion 10 References 11 1. Executive Summary Marks and Spencer (M&S) is one of UK's leading retailers, headquartered in the City of Westminster, London.
The principal cause of the dilemma involving transnational business corporations and human rights violations is the vacuum in governance created by globalization. Multinational companies transacting across borders may circumvent the framework of governance imposed by national law, because the parties of to the contract or transaction are not totally within the rule of one nation.
This has raised new challenges for the managers. Companies face pressing needs of international human resource management (HRM) in the present age particularly with respect to recruitment, training, and compensation of the global employees. Differences between the countries affect the HRM processes of a company in a variety of ways.
Transnational corporations, whatever their form, are legal persons recognised in private law, which refer to a single decision-making authority, but which have a presence in multiple territories. The principal cause of the dilemma involving transnational business corporations and human rights violations is the vacuum in governance created by globalization.
Domestic human resource policies apply to those laws and regulation which are implemented in domestic organisation or companies with little or no relationship with international business. These companies generally cater to the local markets with products and services especially meant for the regional consumers.
EU social policy was developed to prevent social dumping. Social dumping with several issues in mind. These issues affect North American trade as well a European. It is an issue that has effects on the international economic arena. There are several reasons for this. These reasons encompass –affairs of trade and investment on an international level.
The research is aimed to explore the influence of change on IHRM policy and the role of cultural diversity in international organisations as well as the methods used by international managers in order to manage human resources within international organisations; to explore functional requirement of HRM in the international arena.
Globalization rise offers numerous significant challenges to a company seeking presence on the international stage. A number of strategic factors should be taken into account prior to dedication at an international level and later. For a company or organization to
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