International Human Resource Management: A Case Study of Tex-Mark

IHRM 1
INTERNATIONAL HUMAN RESOURCE MANAGEMENT:
A CASE STUDY OF TEX-MARK
By
Course Name/Code
Tutor/ professor
University Affiliation
Date

IHRM 2
Problems at Tex-Mark
The problems at hand in Tex-Mark are; first, lack of rigorous training of the staff who are
to be assigned international assignments. This involves both career training and propping of the
staff who are to undertake the international task. Ability to cope with the environment is a key
factor in improving productivity (Rosnaida 2019). Secondly, the reduction in human resource
management cost. The human resource vice president is working on reducing the cost of
managing human resource which contradicts with the idea of more rigorous training.
Third, repatriation problem. The current repatriation debriefing is not effective since they
focus more on providing direction and support rather than meaningful sharing of ideas and
insights. Fourth, career growth and development. Fred Banks is complaining that a research
position opportunity that was promised to him was granted to another person. Also, Banks is
unhappy since he has not been engaged in international tasks for quite some time. This proofs
that Tex-Mark is not fully utilizing the capacity of its human resource. It is also not providing
reliable career growth opportunities which are a motivating factor to employees (Shin and Jung
2019).
Alternative Solutions
In order to effectively address the problems above, Tex-Mark can use the following
alternative solutions; first, providing regular in-house training on international cultures and
languages to staff who hold positions which may require them to move to other countries in
future. This will ensure that the staff are properly prepared by the time their international
assignment arise and thus eliminate the culture barrier which may thwart them from performing