International and Comparative human Resource management and Employment Relations Essay 2022

Running head: INTERNATIONAL AND COMPARATIVE HUMAN RESOURCE
MANAGEMENT AND EMPLOYMENT RELATIONS
INTERNATIONAL AND COMPARATIVE HUMAN RESOURCE
MANAGEMENT AND EMPLOYMENT RELATIONS
Name of the Student
Name of the University
Author Note:

INTERNATIONAL AND COMPARATIVE HUMAN RESOURCE MANAGEMENT AND
EMPLOYMENT RELATIONS
1
Introduction
Various roles and responsibilities of HR department are changing at a rapid rate as the
current business encounter issues concerning the pressure of globalization. Supply of talent on
global level is short just because of its demand on long-term. The gap is very challenging for
employers around the globe (Tzabbar, Tzafrir & Baruch, 2017). Due to the shortage in-between
talent supply and talent it is very likely to continue due to an enhance in skilled labors for the
upcoming business executives. At present, the organization which needs to put much more effort
on attracting good human capital instead of financial capital. Proper management and global
staffing of workforce are diverging its language and culture skill (Vanhala & Ritala, 2016). It
will be dispersed to the various nation which is considered to be key to global human resources.
In the coming pages of the essay, identification and analysis have been done with respect
to contemporary ER and HRM practices of MNES in Brazil. In the essay, an analysis has been
done with respect to how MNES has been benefitted or damaged by local employees. The essay
highlights some ways by the employees can be treated in a much better way. In addition, some
ways are highlighted by which employees of a local firm to whom MNE offshore and outsource
are properly treated. In the end, differentiating has been done in between treatment of workers
employed by MNE subsidiaries and work performed for MNE workers employed by a local firm.
Discussion
ER and HRM practices of MNES
There has been a growing opportunity for MNES for attracting top talents some of the
emerging countries like Brazil. Global Population aims to differ in much amount in between the
two that is developed and developing countries. On the contrary, in some of the developed

INTERNATIONAL AND COMPARATIVE HUMAN RESOURCE MANAGEMENT AND
EMPLOYMENT RELATIONS
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countries like USA and Japan, the present growth rate is minimum than 0.3 per cent (Xing et al.,
2016). While in the rest part of the world, there has been an increase in population to almost six
times faster. There has been an increase in around 33 million professionals in some of the
emerging market, which is growing at a rapid rate. The stock is very suitable in nature where
young talent professionals are seen in the emerging market which is around 5.5 per-cent on an
annual rate (Swart et al., 2019). The overall of the university for educated work in some of the
low-wage countries tends to exceed much more than higher-wage countries.
In Brazil, the permanent staff are completely employed as per single legal regime which
is established under the federal law. Data is unavailable with respect to part-time employment in
public services in Brazil (Hassan, 2016). The age structure for public employment is skewed
towards much older employees. Brazil in addition with five other OECD countries focused on
anticipated changes for public level which is the result of public reforms. Data is completely
unavailable with respect to the public sector that focuses on reconstruction measures in Brazil.
Brazilian federal government comes up with a centralized system where the Ministry is looking
for planning and budgeting. Civil personnel, administrative modernization and ICT system are
considered to be federal public administration (Guerci, Longoni & Luzzini, 2016). All the
employment condition is mainly regulated by certain law and department which is applied to
defined rules. Highly centralized nature of HR management results in a difference in between
employment contract in ministers. Brazil has come up with forward-looking and budget based on
performance process and institutes. In addition, it has come up with several years plan that set
out goals, priorities and programmes in the budget of four years. Strategic workforce planning is
not completely developed but instead of that, it has an action that has taken to implement a

INTERNATIONAL AND COMPARATIVE HUMAN RESOURCE MANAGEMENT AND
EMPLOYMENT RELATIONS
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permanent system of the workforce (Veth et al., 2017). This is mainly done so that it can provide
ample and strategic planning which is needed for decision making.
In the whole of Brazil, recruitment arrangements are very much likely to diverse the post
of employee categories. Many of them are completely linked to the particular organization while
many of them are transversal in nature and provides a post in range of MNES (Zibarras & Coan,
2015). Some of them provided broad opportunities for functional careers while others are mainly
intended for some particular function. Selection of public is generally carried out by public
employment which is generally made by the formal competition for each category. Base salary is
considered to be set of single and comprehensive agreement which is done by the help of
centralized bargaining framework which is complete by central framework (Blom et al., 2018).
The average working hours in Brazil stands to be around 1766 hours in the year 2010 which is
near to OECD average of 1745 hours. Much long weekly hours are generally offset by annual
leave. All the given parts of administrations are generally expected for carrying out the
performance of the employees. In general, there is no particular common model, and the overall
implementation level varies.
Data is completely unavailable for determination of promotions. For making changes in
the hierarchical grades within public services, applicants need to understand a new kind of
competition in competitive examination (Edwards et al., 2016). Internal mobility for public
services in Brazil tends to remain steady which does not have any plans for making changes. In
Brazil, there is no complete promotion of external mobility while the staff on external positing
retaining their post to the public sector.
Brazil is coming up with initiatives so that they can introduce strategic workforce
management in their HRM practices. In between the time, March 2012 to March 2013 the