International Human Resources Management - Essay Example

Topic: International Human resources Management. INTRODUCTION: According to the CIPD website "International resourcing is not as simple as managing and recruiting expatriates or setting up a recruitment team in the home country. A recent CIPD survey shows that 15% of UK organisations are now targeting migrant workers from EU accession states, and a further one in ten (12%) are recruiting in foreign countries and bring workers over to the UK. A new research report, International, Recruitment, Selection and Assessment, from the Chartered Institute of Personnel and Development (CIPD) examines issues facing UK organisations sourcing internationally." The paragraphs below explains the different training and development strategies in our present globally competitive market place. BODY Compare and contrast the four types of training and development strategies that are used in Multi National companies. CONTRAST: TRAINING AND DEVELOPMENT Training and development practices should be readily changed in the shift from multinational to transnational strategy. This shift is reflected in the differences in training and development (T&D) practices with respect to 1) the purpose of T&D, 2) the focus of T&D, 3) strategies and methods of training, and 4) training content. MULTINATIONAL STRATEGY. The main purpose of training and development is for managers to develop a cognitive understanding of many possible issues and problems that includes such as cost reduction, sources of relative production efficiency, interpretation of roles, policies and rules and also to maintain the normal situation such as to enhance the efficiency of existing operations (Tichy, 1993). Training is the same as the Human resource function where it serves as a backup support to the main controls such as financial controls and making budgets, organizational design and structure and making of a strategic plan that works. The training and development is concentrated on local and regional efforts (Briscoe, 1995; Dowling, Schuler & Welch, 1994). The scarceness of money is made available for more globally complete, and also very expensive, training costs. The more extensive global training opportunities will be focused on the financial control managers, those auditors and controllers in order to monitor costs and revenue flows in many subsidiaries in manycountries (Lessard, 1997). Strategies and Methods. The multinational firms will concentrate its trainings by providing relatively discrete training investments and actions for individuals or small groups over time periods that are short. The training includes applying low-risk simulation activities to enact behavior changes on such a superficial range, the strategic manager will seek to develop skills relevant to the main cultures of interest (Tichy, 1993). Therefore, multinational trainings and developments are shown with extensive use of case-studies or simulations in environments within the classroom, country handbooks, language training, the company internal counseling on legal and finance subjects. This includes meetings with many repatriated managers and others(Briscoe, 1995; Tichy, 1993). Content. Trainings and developments include marketing, distribution,budgeting, manufacturing, headcount, dominate multinational training curricula, finances, etc., (Tichy, 1993, p.210).Because of the cost containment and rationalization emphasis here, efficiency of operation is at a premium. TRANSNATIONAL STRATEGY. Purpose. The main objectives of the firm are very complex and also very challenging as compared to the multinational firm. The main benchmark is to identify and develop a select group of managers who can define and answer brilliantly major organizational problems and also they must transform significant organizational systems and processes(Tichy, 1993). The transnational mind makes it a requirement to be structural and planning forms of control under the multinational strategy. The managers must be collaborative, multi cultural decision processes in contrast to the financial (Bartlett & Ghoshal, 1995; Sundaram & Black, 1992). Focus. The Transnational firms are characterized by a top level and strategical focusing on global skills development (Evans, 1992). Many successful managers will be expected to develop global training and development experiences (Dowling, Schuler & Welch, 1994). Strategies and Methods. The transnational development strategies are composed of organization-wide development over sometimes many years with its focus on the gaining of significant experiences in real settings. The main objective is to enact indebt basic changes in the ability of the entire firm to truly understand and solve complex global problems (Tichy, 1993, pp. 206-209). The methods here are much more difficult to explain. MULTI DOMESTIC STRATEGY. Another strategy is what we term the "multidomestic" strategy. This means that the employees are trained to think domestically. They concentrate their efforts to sell their products and services within the country they are located. The company markets and services customized products in increased number of self-contained national or regional markets. The concentration is to train and develop the employees to make products that will fill the needs of the local residents resulting in the best types of goods and services for different people in different countries. The local culture is also considered in training and developing each employees(Adler & Ghadar, 1992). The organization the divides the world into market segments and they do not think of selling to the other countries that are presently being served by another subsidiary. (Jones, 1998) INTERNATIONAL STRATEGY. The firm trains and develops the employees to that their main efforts will be to market their products outside their country of residence. Such products then must be catered to fill the needs of the client in the other country which will give the client that certain pride of buying imported goods of high quality and reasonable costs. (Adler & Ghadar, 1992). Therefore, the local organization is rearranged to function globally and not domestically through a very effective marketing arm. (Bartlett & Ghoshal, 1995). The employees must be trained to make unique products customized for international markets. COMPARE: All four development and training strategies have one main objective. That objective to market their products at higher sales prices and lower expenses so that the net income will increase continuously every year. Explain why an Multi National Companies training and development strategy will differ depending on the types of global strategy being employed. Each one of the four strategies stated in the compare and contrast data above have discussed their differences because one strategy is best in one business situation and maybe less effective in another business situation. The company has to include the culture and the global market environment in choosing the which of the four strategies in the compare and contrast discussion above should be put into place. 1) Identify, analyse and evaluate the attributes and capabilities required of the global workforce This has been discussed in compare and contrast. 2) Use, apply and evaluate the theoretical, conceptual and analytical models of international human resources management. This has been discussed in the compare and contrast questions above. 3) Explain globalisation and assess its impact on employment policy and practice. Globalisation means that now we are in a borderless economy. A company can now sell its products and services to countries outside their country of residence. In the same light, a company or institution can buy good and services from any country outside its country of residence. The four types of training and development strategies in the compare and contrast data above clearly explains its procedures in order to increase its sales and lessen expenses as the companies now a days think globally and think domestically on a secondary plane. 4) Critically discuss and assess the concept of 'strategic fit' and the major theoretical approaches to strategic Human resources management. The company must engage in the best businesses strategy, whether the strategy is multinational, international, muti-domestic or transnational, that will increase its income and lessen expenses. This will result in increasing the company's market share and also increasing net income. 5) Identify, analyse and evaluate the variety of strategic options for managing international careers, expatriation and repatriation. In the research entitled Expatriation and Repatriation in MNCs: A Taxonomy by Yehuda Baruch of University of East Anglia Norwich (UK) and University of Texas at Arlington (USA). Expatriation is called as the act of banishing, or the state of banishment including the forsaking of one's own country with a renunciation of allegiance which includes banishment and deportation or even exile. Repatriation is the returning of one to his or her own country from another country. The hiring of qualified personnel from different countries can cause the repatriation and expatriation of an employee as he or she moves, per instructions of the company, to another country where his or her skills will be of most use for the accomplishment of company goals and objectives. CONCLUSION In conclusion, the training and development of employees employed in one subsidiary branch and serving the customer needs of clients within his or her country or residence or outside his or her country of residence or employment is now a reality. The company must now hire employees and train and develop them to be serve the local and international markets. This is essential to the success of a transnational strategy. The difficulties in hiring employees with a global mindset already in place, training and development processes must now be acted upon to enhance this critical global employee and market competency need. REFERENCES WWW.CIPD.COM Adler, N. J. & Ghadar, F. (1992). International strategy from the perspective of people and culture: The North American context. In H. W. Lane & J. J. DiStefano (Eds.), International management behavior (2nd ed.)(pp. 217-244). Boston: PWS-Kent Publishing Co. Bartlett, C. A. & Ghoshal, S. (1991). Managing across borders: The transnational solution. Boston, Mass.: Harvard Business School Press Bartlett, C. A. & Ghoshal, S. (1993). Matrix management: Not a structure, a frame of mind. In V. Pucik, N. M. Tichy & C. K. Barnett (Eds.), Globalizing management (pp. 107-118). New York: John Wiley & Sons, Inc. Bartlett, C. A. & Ghoshal, S. (1992; 1995). Transnational management (1st and 2nd eds). Chicago: Richard D. Irwin, Inc. Briscoe, D. R. (1995). International human resource management. Englewood Cliffs, N.J.: Prentice Hall Publishing. Dowling, P. J., Schuler, R. S., & Welch, D. E. (1994). International dimensions of human resource management (2nd ed.). Belmont, Ca.: Wadsworth Publishing Co. Evans, P. A. L. (1992, July). Human resource management and globalization. Keynote address presented to the Third Conference on International Personnel and Human Resources Management, Ashridge Management College, Berkhamsted, Hertfordshirte, United Kingdom. Jones, G. R. (1998). Organizational theory (2nd ed.). Reading Mass.: Addison-Wesley Publishing Co. Kets de Vries, M. F. R., & Mead, C. (1993). The development of the global leader within the multinational corporation. In V. Pucik, N. M. Tichy, & C. K. Barnett (Eds.), Globalizing management (pp. 187-205). New York: John Wiley & Sons, Inc. Lessard, D. R. (1997). Global competition and corporate finance in the 1990's. In H. Vernon-Wortzel & L. H. Wortzel (Eds.), Strategic management in the global economy (3rd ed.) (pp. 433-447). New York: John Wiley & Sons, Inc. Sundaram, A. K. & Black, J. S. (1992). The environment and internal organization of multinational enterprises. Academy of Management Review, 17 (4), 729-757. Talbott, S.P. (1996). Building a global workforce starts with recruitment. Personnel Journal, 75 (pp. 9-12). Tichy, N. M. (1993). Global development. In V. Pucik, N. M. Tichy, & C. K. Barnett (Eds.), Globalizing management (pp. 206-224). New York: John Wiley & Sons, Inc. XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX The reasearch you carry out should be put together in the form of a revision hand out comprising up to four sides of A4. if this costs extra please can you e mail me, so i can pay for it it required. Created: 2006-10-13 06:46 Deadline: 2006-10-27 04:52 Style: Harvard Language Style: English (U.K.) Grade: n/a Pages: 6 Sources: 6 Read More