Assignment on Strategic Human Resource Management HRM
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THE UNIVERSITY OF NORTHAMPTON
Added on 2020-04-21
Assignment on Strategic Human Resource Management HRM
THE UNIVERSITY OF NORTHAMPTON
Added on 2020-04-21
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Running head: STRATEGIC HUMAN RESOURCE MANAGEMENTStrategic Human Resource ManagementAssignment 2Student’s name:Name of the university:Author’s note:
1STRATEGIC HUMAN RESOURCE MANAGEMENTIntroduction The employees in an organisation are given the training to improve the functions of theorganisation. When an organisation is internationalising, the employees of the organisations areprovided extra responsibilities to manage the organisations in the new geographic situation. Inthis essay, several strategies for the preparation of expatriates will be discussed and best-suitedapproach will be justified with instances on a specific region of the world. HR practices of theorganisations assist the employees in order to cope up with the different situations. In this essay,the geographic region of Europe has been chosen in order to discuss the employees’internationalisation experiences. Explaining the strategies and approaches a newly internationalising organisation takesThe organisations send the employees in European countries when they expand theorganisations as each of the organisations has a dream to open a branch in European countries togather economic growth. The employees have to manage the course of new working culture,people and geographic conditions when they are shifted to the new European countries. Theorganisations send existed employees to the European countries and the organisations also recruitfresh employees from the new country also in which they start operating. Weber (2013),impacted the influence of country and organisation-specific factors on making the HR policies.The staffing process is important as large multinational conglomerate needs to send theemployees in different geographic regions and employees face ‘Crusoe Situation’ all of a sudden(Marler and Fisher 2013). The employees in large global organisations need to work in Europeancountries; however, they might be citizens of different countries. The employees are calledexpatriates, who are citizens of organisation's home country working in the foreign country for
2STRATEGIC HUMAN RESOURCE MANAGEMENTjob purposes. External context of multinational organisations is related to economic factors,socio-cultural factors, political-legal factors and technological factors (Allen et al. 2015). Ethnocentric staffing Ethnocentric staffing involves in giving the important positions to expatriates from theorganisation’s home country when the organisations open new foreign subsidiaries (Brewster etal. 2016). Expatriates are considered to be better represent of home office and they canunderstand the interests of the organisation. The management does this to ensure the foreignoffices should be aligned with headquarters’ decisions. Most of the expatriates are selected fromthe current employees and they just are transferred to the other country where the organisationopens its subsidiary. The benefit of ethnocentric staffing is that it can align the interests of perspectives offoreign countries to the home country of the organisation. In addition, ethnocentric staffing doesnot create an issue from the language barrier and cultural factors. Riche et al. (2016), supportedthis by saying that organisations can transfer the employees by the employees’ performances andrecords and organisations can predict the future of the subsidiaries. On the other side, as statedby Allen et al. (2015), ethnocentric staffing lacks in local perspectives that are important for theorganisations to flourish in a new place and it may help the organisation to overcome the hurdlesin foreign offices. New employees in the organisations that are recruited through ethnocentric approachshould be trained in technical skills and decision making abilities. The employees have to goother regions, in this situation, the employees must be given training in the leadership skills andthe employees have to understand about manpower requirement. As stated by Gratton et al.
3STRATEGIC HUMAN RESOURCE MANAGEMENT(2016), the employees in this approach are given the stress management training as theemployees have to live away from the home country. Polycentric staffing The management of an organisation recruits host-country nationals for the new positionsin the organisation’s clerks or mail-rooms and even for the executives’ positions in polycentricstaffing. Polycentric staffing is done when the organisations try to open a new branch in differentdeveloped countries. In polycentric staffing, the locals of the new regions should be experts andexperiences in work (Cappelli and Keller 2014). The benefit of polycentric staffing is that the host country nationals have a betterunderstanding of economic growth, culture and systems of working. They can better judge thecondition in the flourishing of new business with strategies and planning. The locals must betalented and educated who have an understanding of laws, politics and workplace culture offoreign places. On the other side, local people may have a local interest and they can misguidethe management in communicating to headquarter in polycentric staffing. The employees in the approach are given the training of career mobility andcommunication skills. The communication skills and technological knowledge are needed toconnect with HQ to send the communication. The employees are given the training of managingthe operation as the organisations use the natives of the host country to control the managementprocess solely (Forsgren 2015). Regiocentric staffing
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