Leadership and Human Resource Practice in Organisation 7HR024

Electronic Submission Coversheet
Please complete and insert this form as the first page of your electronic
submission.
Submit the assignment with attached coversheet electronically through the
Canvas E-submission gateway
Please make sure you keep a copy of your assignment.
Student Details
Student
Number
xxxxxxxEmail
Assignment Details
Module name Leadership and
Human
Resource
Practice in
Organisation
Module Code 7HR024
For the
attention of
Due date 6 May 2021
Assignment title Individual course work
All forms of plagiarism, cheating and unauthorized collusion are
regarded seriously by the University and could result in penalties
including failure in the unit and possible exclusion from the University.
If you are in doubt, please read the following web page.
Student’s Declaration
By submitting this assignment I SIGNAL & DECLARE my knowledge and
agreement to the following: -
Except where I have indicated, the work I am submitting in this assignment is my
own work and has not been submitted for assessment in another unit or for any
other purpose. This work conforms to the instructions and submission guidelines
as contained in the assessment briefing and the module guide respectively.
This submission complies with University of Wolverhampton policies regarding
plagiarism, cheating and collusion.
I acknowledge and agree that the assessor of this assignment may, for the
purpose of assessing this assignment:
Reproduce this assignment and provide a copy to another academic staff
member; and/or
Communicate a copy of this assignment to a plagiarism-checking service.
This web-based service will retain a copy of this work for subsequent
plagiarism checking, but has a legal agreement with the University that it will
not share or reproduce it in any form.
I have retained all assignment drafts, papers, materials and a copy of this
assignment for my own records.
I will retain a copy of the notification of receipt of this assignment.

Table of Contents
1. Introduction of HRM Practices...............................................................................3
2. The theoretical and evolution of HRM models......................................................3
2.1 Personal management of HRM and SHRM........................................................3
2.2 Hard HRM and soft HRM models......................................................................4
2.3 Best Fit Model.....................................................................................................5
2.4 Best practices Model...........................................................................................5
2.5 RBV Model.........................................................................................................5
3. The Importance of Recruitment and Selection HRM Best Practices of
Multinational Corporations............................................................................................6
4. Cross-Cultural Challenges Faced by MNCs Applying Recruitment & Selection
Practice...........................................................................................................................8
5. The impact of cultural differences on HRM best practices implementation..........9
6. Conclusion............................................................................................................11
7. References.............................................................................................................12

1. Introduction of HRM Practices
Globalization and the emergence of multinational corporations (MNCs) have
had a significant impact on business activities and the essence of operations
in each market in today's competitive world (Menatallah et al., 2010). MNCs'
success is dependent on their human resource capabilities, as employees'
skills and experience are a source of competitive advantage.
This report examines evolution of HRM models including personal
management, hard and soft HRM, best fit model, best practices, RBV model.
Further this document critically evaluates the importance of HRM best
practices in MNCs specially concentrated on recruitment and selection
process. Later the report describes cross cultural challenges of recruitment
and selection process in MNCs and assess the influence of cultural difference
in implementing HRM best practices.
2. The theoretical and evolution of HRM models
2.1 Personal management of HRM and SHRM
Since the dawn of the Industrial Revolution, ‘People Management' has been a
important element of an organization's long-term sustainability and
performance. People management strategies grew with the
greater participation of researchers and scholars as well as business
managers over time, mostly due to demands and expectations from
employees.
According to Legge (2005), In a competitive business setting, personal
management is a monitoring and administrative mechanism that can lead to
integrated HRM in combination with strategic management.
According to Aikaterini (2014), personal management dates back to the
Industrial Revolution in the United Kingdom in the nineteenth century. The

Personal Management Concept was based on the idea that "the employee
must do as he or she is told".
However according to Ahammad (2017), personnel management
encompassed functions such as recruiting, benefits and compensation,
training, and so on, some aspects, such as performance management and
strategic elements, needed to be strengthened. It evolved its performance
management framework, implemented strategic roles, and concentrated
more on human values and individual needs with the evolution of personnel
management to HR management, while recognizing people as a strategic and
important asset for the business.
2.2 Hard HRM and soft HRM models
HRM is often represented as a term with two different forms namely, soft
and hard. Soft and hard HRM are completely different on a variety of levels,
and many critics have used them to categorize management practices based
on developmental humanist or utilitarian instrumentalist concepts. (Legge,
1995)
Truss et al. (1997) pointed out, The human relations approach, the use of
personal skills, and McGregor's Theory Y perspective on persons'
developmental and humanism dimensions are all related to soft HRM.
However, Hard HRM stresses the "quantitative, calculative, and business-
strategic aspects of managing the "headcount resource" in the same way as it
does all of the organization's other tools. (Truss et al, 1997)