HRM Strategy: Ethics, CSR & Sustainability

Running head: HRM STRATEGY
HRM strategy
Name of student
Name of University
Author note
Table of Content

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HRM STRATEGY
s
Part A...............................................................................................................................................2
Abstract........................................................................................................................................2
Synthesis......................................................................................................................................2
Managerial implications...............................................................................................................5
References........................................................................................................................................5
Part B...............................................................................................................................................7
Abstract........................................................................................................................................7
Synthesis......................................................................................................................................7
Managerial implications.............................................................................................................10
References......................................................................................................................................10
Part C.............................................................................................................................................12
Abstract......................................................................................................................................12
Synthesis....................................................................................................................................12
Managerial implications.............................................................................................................15
References......................................................................................................................................15

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HRM STRATEGY
Part A
Abstract
The existing human resource management researches have stopped the evaluation of HR
needs and focused primarily on the international human resources’ managers to facilitate
decision making. The research is done by incorporating the strategic aspects in the HR needs and
identified new dimensions for gaining a transnational or international strategy. The significance
of human resource management in international context along with the management of ethics has
been discussed in this topic.
Synthesis
HR in an International Context
There are multiple major dimensions that are involved in the HR practices within the
international context such as the planning, recruitment and selection, training and developmental
programs and compensation provided. This is mainly done for coping up with the external
factors and ensures proper management of human resources at the international level. According
to Schniederjans, Schniederjans & Schniederjans (2015), for effective human resource
management, HR planning is important and the major approaches include ethnocentric,
polycentric and geocentric. In ethnocentric approach, the positions of management are filled by
the parent company and international subsidiaries, though the issues could be lack of managerial
skills and knowledge and tighter control, which has created complexities in dispersing the core
competencies across the global subsidiary (Schniederjans, Schniederjans & Schniederjans,

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HRM STRATEGY
2015). As stated by Nankervis et al. (2013), the polycentric approach enabled the host country to
manage the foreign subsidiaries, furthermore overcome the cultural computability issues while
expanding business globally and the language differences are resolved. The geocentric approach
though focused on the selection of right individuals for the job roles, without considering what or
from which religion, ethnicity or culture they belong, which has facilitated the development of
international workers and reduced issues associated with the connection with managers
(Nankervis et al., 2013).
The other HR functions include recruitment and selection, which has been done for
selecting the right candidates for the right jobs at the right time and right place. Poulis, Poulis &
Plakoyiannaki (2013) stated that the recruitment and selection are important aspects of HRM that
deal with the management of global environment and at the same time, manage foreign
placements for ensuring that the expatriate employees are not faced with problems like the
employees who face issues in their home country (Poulis, Poulis & Plakoyiannaki, 2013). It has
been seen that the expatriate employees, when visit the companies in the foreign countries are
unable to cope up with the new workplace and due to cultural differences, they face different
issues to interact with the other employees, considered as colleagues. Due to this, the problems
regarding adjustments with the new working environment are faced, which further affects their
performances and this can result in business decline. Edwards, Marginson & Ferner (2013) found
that the lack of skills could be a primary cause for the individuals to cope up with the foreign
environment. Thus, the recruitment and selection of employees in an international context are
managed by screening the individuals for the traits that they possess to become successful in
adapting to the new global environment (Edwards, Marginson & Ferner, 2013).