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International Human Resource Management Case Study

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Added on  2021-09-01

International Human Resource Management Case Study

   Added on 2021-09-01

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Name(s) and Student
Number(s):
Khaled Boumali
N0955386
Module Title: International Human Resource Management
Title of Coursework: ArcelorMittal Case Study
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International Human Resource Management Case Study_1


ArcelorMittal is a regiocentric multinational company that relies on human investment.
They are facing some challenges with Talent management that they need to overcome to
create a workforce driven by the employees who believe in the organisation’s ethos on
sustainability and social values and contribute to fulfilling the competitive advantage
goal in such a rivalry marketplace.
As a team, we applied the POST model. We started first by identifying the issues
ArcelorMittal is confronting using SWOT analysis, including gender imbalance among the
executive officers and committee management, highly qualified managers are touching
the retirement age, employing some temporary staff, inability to attract the suitable
candidates in some locations, and disagreement on value-based recruitment. These
challenges have a direct impact on the business resulting in ageing workforce, conflicted
environment and lack of trained talent. The organisation has objectives to achieve. Their
short-term objectives comprise urgent objectives, which are filling the safety and health
vacancies and attracting the suitable candidates, and non-urgent objectives that involve
the expansion of business activities and the social and ethical development. Their long-
term objectives include creating shareholder value, contributing to society’s needs, and
sustainable development outcomes.
To attain the abovementioned objectives, we recommended the High-Performance
Management strategy because it aims, through High-Performance Work Systems, to
emphasize on a bundle of HRM practices that contribute to enhancing the employees’
performance, thus enhance the company’s performance (Armstrong and Taylor,
2017a).The performance of the employees depend on Ability Motivation and
Opportunity. These three points form the AMO model (Boxall and Purcell, 2003). We
recommended as well to depend on the combination of both convergence and divergence
as an approach to internationalisation- convergence towards the goals and divergence
towards the local institutions.
My individual task was to focus on performance management. Performance management
is a structured method to optimize individual, team and organisational performance. It
makes people realise what good success implies and provides the support and assistance
required for this mission (Armstrong and Taylor, 2017b). The recommended tactics
concerning this HR practice are as follows:
Expatriation to the countries where the birth rates are falling to fill the positions
and tackle skills gap.
Expatriation to the countries where the dimension rate of uncertainty avoidance is
high to transfer the knowledge about sustainability and social values and help the
locals respond more effectively to the changes and adapt to the risk management
and overall contribute to the development of both the individuals and the
organisation.
Establishment of adequate contact and communication between evaluators in
home country and subsidiaries to keep the performance evaluation formal and
updated. Thus, provide the expatriates with all the needed materials concerning
International Human Resource Management Case Study_2

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