Analysis of the Unilever as an International Business
Added on 2022-07-08
19 Pages6292 Words59 Views
Analysis of the Unilever as an International Business
By
Name: Hui Hui Kong
Student ID: 32001846
Coursework: STRATEGIC GLOBAL HRM AND DECISION MAKING
By
Name: Hui Hui Kong
Student ID: 32001846
Coursework: STRATEGIC GLOBAL HRM AND DECISION MAKING
Table of Contents
Introduction......................................................................................................................................4
Task One..........................................................................................................................................4
1.0 Introduction................................................................................................................................4
2.0 Critical Evaluation of a Global HR Practice...............................................................................4
2.1 Global HR Practice.................................................................................................................4
2.2 Unilever HRM Practices: People Management......................................................................5
2.3 HRM Integration....................................................................................................................5
2.4 Performance Management......................................................................................................5
2.5 Factors Impacting Global HRM of Unilever..........................................................................6
2.6 THE HRM PROBLEMS AND ISSUES FACING UNILEVER............................................6
2.6.1 Lack of skilled human resource manager.........................................................................6
2.6.2 Lack of human resource plans.........................................................................................6
2.6.3 Lack of career planning and program..............................................................................6
2.6.4 Lack of proper evaluation................................................................................................7
2.6.5 Lack of motivation..........................................................................................................7
2.6.6 Lack of suitable relations between labour and management............................................7
3.0 Conclusion and Recommendations.............................................................................................7
3.1 Conclusion..............................................................................................................................7
3.2 Recommendations..................................................................................................................7
Task Two.........................................................................................................................................8
1.0 Introduction...........................................................................................................................8
2.0 Organisational Behaviour: Culture of Performance....................................................................8
2.1 Evaluation of Organisational Behaviour Policy......................................................................9
3.0 Conclusion and Recommendations...........................................................................................10
3.1 Conclusion............................................................................................................................10
3.2 Recommendations................................................................................................................11
Task Three......................................................................................................................................11
1.0 Introduction..............................................................................................................................11
2.0 Unilever Approach to International HRM................................................................................12
Introduction......................................................................................................................................4
Task One..........................................................................................................................................4
1.0 Introduction................................................................................................................................4
2.0 Critical Evaluation of a Global HR Practice...............................................................................4
2.1 Global HR Practice.................................................................................................................4
2.2 Unilever HRM Practices: People Management......................................................................5
2.3 HRM Integration....................................................................................................................5
2.4 Performance Management......................................................................................................5
2.5 Factors Impacting Global HRM of Unilever..........................................................................6
2.6 THE HRM PROBLEMS AND ISSUES FACING UNILEVER............................................6
2.6.1 Lack of skilled human resource manager.........................................................................6
2.6.2 Lack of human resource plans.........................................................................................6
2.6.3 Lack of career planning and program..............................................................................6
2.6.4 Lack of proper evaluation................................................................................................7
2.6.5 Lack of motivation..........................................................................................................7
2.6.6 Lack of suitable relations between labour and management............................................7
3.0 Conclusion and Recommendations.............................................................................................7
3.1 Conclusion..............................................................................................................................7
3.2 Recommendations..................................................................................................................7
Task Two.........................................................................................................................................8
1.0 Introduction...........................................................................................................................8
2.0 Organisational Behaviour: Culture of Performance....................................................................8
2.1 Evaluation of Organisational Behaviour Policy......................................................................9
3.0 Conclusion and Recommendations...........................................................................................10
3.1 Conclusion............................................................................................................................10
3.2 Recommendations................................................................................................................11
Task Three......................................................................................................................................11
1.0 Introduction..............................................................................................................................11
2.0 Unilever Approach to International HRM................................................................................12
2.1 Financial Challenges to Unilever..........................................................................................12
2.2 Global Performance Management........................................................................................13
2.3 Managing Diversified Workforce.........................................................................................13
2.4 Conflict Management...........................................................................................................13
2.4 Managing Expatriates...........................................................................................................13
2.5 Training and Development...................................................................................................14
3.0 Conclusion and Recommendations...........................................................................................14
3.1 Conclusion............................................................................................................................14
3.2 Recommendations................................................................................................................14
Task Four.......................................................................................................................................16
1.0 Introduction..............................................................................................................................16
2.0 Reflection.................................................................................................................................16
2.1 Description of Experience....................................................................................................16
2.2 Feelings................................................................................................................................16
2.3 Evaluation............................................................................................................................16
2.4 Analysis................................................................................................................................17
2.5 Conclusion............................................................................................................................17
2.6 Action Plan...........................................................................................................................17
5.0 Conclusion................................................................................................................................17
References......................................................................................................................................18
2.2 Global Performance Management........................................................................................13
2.3 Managing Diversified Workforce.........................................................................................13
2.4 Conflict Management...........................................................................................................13
2.4 Managing Expatriates...........................................................................................................13
2.5 Training and Development...................................................................................................14
3.0 Conclusion and Recommendations...........................................................................................14
3.1 Conclusion............................................................................................................................14
3.2 Recommendations................................................................................................................14
Task Four.......................................................................................................................................16
1.0 Introduction..............................................................................................................................16
2.0 Reflection.................................................................................................................................16
2.1 Description of Experience....................................................................................................16
2.2 Feelings................................................................................................................................16
2.3 Evaluation............................................................................................................................16
2.4 Analysis................................................................................................................................17
2.5 Conclusion............................................................................................................................17
2.6 Action Plan...........................................................................................................................17
5.0 Conclusion................................................................................................................................17
References......................................................................................................................................18
Introduction
This assignment has been based on four different sections. This first section has been analysed the
core HRM practices of Unilever related to people management. Almost every firm or business has
a group of employees who help operate things on a day-to-day basis. That is to say, HRM is
primarily responsible for ensuring that a company's day-to-day activities go as smoothly as
possible. Similarly, the second section has been analysed the organisational behaviour policy of
Unilever. This section has been investigated the performance culture of the organisation and how
the organisation motivated and engaged their employees to work as per the requirements of the
organisation. The third section has been investigated the financial challenges and holistic
approaches of IHRM of Unilever to manage their people and their performance.
Task One
1.0 Introduction
It is headquartered in Rotterdam, the Netherlands, but it is also listed on the stock exchanges in the
United Kingdom, where Unilever PLC is based. Central and Eastern Europe, Africa, Asia, North
and South America and Western Europe are only some of the places where the company has
operations (Unilever, 2021). There are a lot of brands associated with Unilever because of the
products it has developed over time, and it is a significant force in raw material processing because
so many of its products are reliant on agricultural inputs from all over the world for their
manufacturing processes. Therefore, in terms of analysing the HRM practices of Unilever, the
report has been investigating the people management practices in Unilever.
2.0 Critical Evaluation of a Global HR Practice
2.1 Global HR Practice
HR practices are the basic activities of HR and encompass the overarching strategy for achieving
our aims. Each day's activities are meant to implement the practices. In a nutshell, HR practices
focus on what the organisation wants to accomplish and why, whereas HR activities focus on how
This assignment has been based on four different sections. This first section has been analysed the
core HRM practices of Unilever related to people management. Almost every firm or business has
a group of employees who help operate things on a day-to-day basis. That is to say, HRM is
primarily responsible for ensuring that a company's day-to-day activities go as smoothly as
possible. Similarly, the second section has been analysed the organisational behaviour policy of
Unilever. This section has been investigated the performance culture of the organisation and how
the organisation motivated and engaged their employees to work as per the requirements of the
organisation. The third section has been investigated the financial challenges and holistic
approaches of IHRM of Unilever to manage their people and their performance.
Task One
1.0 Introduction
It is headquartered in Rotterdam, the Netherlands, but it is also listed on the stock exchanges in the
United Kingdom, where Unilever PLC is based. Central and Eastern Europe, Africa, Asia, North
and South America and Western Europe are only some of the places where the company has
operations (Unilever, 2021). There are a lot of brands associated with Unilever because of the
products it has developed over time, and it is a significant force in raw material processing because
so many of its products are reliant on agricultural inputs from all over the world for their
manufacturing processes. Therefore, in terms of analysing the HRM practices of Unilever, the
report has been investigating the people management practices in Unilever.
2.0 Critical Evaluation of a Global HR Practice
2.1 Global HR Practice
HR practices are the basic activities of HR and encompass the overarching strategy for achieving
our aims. Each day's activities are meant to implement the practices. In a nutshell, HR practices
focus on what the organisation wants to accomplish and why, whereas HR activities focus on how
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