The Transferability of HR Management - Essay Example

The management of facilities and HR practices while being the core components to whether corporations are successful, they themselves are reliant on cultural factors. This creates a very complex arena in which global corporations do business, and unsaid laws to which they must adhere. It is a common belief among corporate researchers that cultural, institutional and societal conditions act as barriers or mediate corporate transfer. Along with this belief is the understanding that cultural and institutional conditions can only be understood within the context of their particular regions.

In module 4, the author assesses the transferability of educational institutions and policies, as well as the reality of transferring policies to global corporations. This was found to be a very risky venture as some policy of practice were not easily transferable across cultural barriers. In the first section the author discusses one area of work on transfer that has originated within an educational arena. Turbin looks at the research of educationalists who have studied the transfer of educational practices, and sometimes systems, between the developed and less developed countries.

(module 4) The focus on education and the transferability of HR management within the educational corporate structure is widely overlooked globally, but in the U.K. UCL is a leader in this position. It is one of the more profitable institutes in the U.K., as well as being one of the most prestigious. Its activity based management relies on the continuous improvement of the curriculum to enhance value of the degree it offers in the eye of the consumer, as well as in the eyes of the potential employers of that consumer.

The newly ventured research, more often than not, is funded by grants, and is expected to be of substantial benefit to the community. It also makes the institute more creditable. Any new facility being built (i.e. a cafeteria, Library, stadium), any funding towards and extra curricular program (i.e. athletics, academic clubs, sociological studies,), or anything else that might draw positive attention to the University all classify as add-vale activities. Even once the Universities benchmarks have been complete, UCL is recognizable for its continuous growth, largely due to the merger.

As of the financial portfolio for 2005, UCL was able to increase its value of endowment asset investments by 3 million. This was an increase to 78 million from the 75 million from the previous year. It borrowed 25 million from the Royal Bank of Scotland. The gross income of the University increased last year by 6.8%, earning them 489.8 million. There Academic fee income increased by 9.8 %, earning the school another 76.5 million. On top of this the University was awarded a 1.3% increase in Research Grants and Contract income which was an estimated 161.9 million. The University consists of 28,000 staff and students.

This includes more than 3,800 academic research staff spread over 72 departments. They have the highest number of professors of any University in the country consisting of 600. They also have the highest number of female professors (UCL, 2005.) This focus on educational practices put global transferability of HR and Facility management in a simpler perspective. It also makes a very