Evaluating an International Human Resource Strategy

Running Head: HUMAN RESOURCE MANAGEMENT 1
EVALUATING AN INTERNATIONAL HUMAN RESOURCE STRATEGY
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HUMAN RESOURCE MANAGEMENT 2
Table of Contents
Executive Summary...................................................................................................................2
1.0. Introduction.....................................................................................................................3
1.1. Hard and Soft HRM.....................................................................................................3
1.2. Organization and Company Profile.............................................................................5
1.3. Host Country Profile....................................................................................................5
1.4. Industry Analysis.........................................................................................................6
1.5. PESTEL Analysis........................................................................................................6
1.5.1. Political................................................................................................................7
1.5.2. Economic factors..................................................................................................7
1.5.3. Social factors........................................................................................................7
1.5.4. Technological issues............................................................................................8
1.5.5. Legal factors.........................................................................................................8
1.5.6. Environmental factors..........................................................................................8
1.6. Why Morocco is Appealing for Investments...............................................................9
2.0. Hiring Process...................................................................................................................10
3.0. Training and Development................................................................................................12
4.0. Employee Reward Management.......................................................................................13
5.0. Performance Management................................................................................................14
6.0. Performance Reward.........................................................................................................14
7.0. Employee Involvement.....................................................................................................15
8.0. Recommendation...............................................................................................................15

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9.0. List of References.............................................................................................................17

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Executive Summary
This paper provides an overview on the external business environment in Morocco.
The paper acknowledges that modern business environment is quintessentially dynamic and
the organizational management must take deliberate measures to analyse the external
environment before planning and executing business strategy. The paper also explores human
resource management models and hiring process at the Hilton Hotels and Resort. The
subsequent section dissects performance management practices in terms of reward and
development. Management of business in a foreign country require certain management skills
like versatile, cultural competence, networking, and team player for the manager to succeed.

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1.0. Introduction
1.1. Hard and Soft HRM
In every organization, the role of the human resource management focuses on the ensuring
compliance with the employment laws while supporting the business strategies and
objectives. While ensuring effective performance of the workforce, the HRM uses both soft
and hard HR metrics (Noe 218). The two help in providing data used by the management and
the HR department in ensuring the organization meets its performance, staffing,
administrative core objectives, and change management. Hard HR metrics is part of the
traditional approach of measuring HR procedures and policies by the use of quantifiable data
in assessing the overall function of the HR. Hard HR thus uses cost assessment and
operational efficiency as prime objectives. On the other hand, soft metrics focuses on the
impact of human capital and value is has on the business results. Therefore, it views the
employees as the asset of the business in maintaining a competitive edge. It adopts the
qualitative methods in assessing the performance, adaptability, productivity, and commitment
levels of the employees.
In a systematic study, Beardwell and Thompson (2017) denote that hard and soft metrics both
aid in meeting the strategic and operational objectives of the business. As soft metrics looks
into how business strategies and desired outcomes are linked, hard HR focuses on the cost
control in getting the functions right for the operation. They both provide essential data that
can used by the organization in progressing the business by adopting business decisions
suitable for both the employees and the management. However, the matrixes also adopt
different HR models in their functionality.

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Harvard HR model was postulated in 1984 by Beer et al. at Harvard University, also coined
the HRM territory map. The model is essential as it acknowledges the existence of different
stakeholders within an organization whose recognition in their legitimacy renders the model a
neo-pluralist. The model hence focuses on the soft metrics of the HR. Its emphasis is on the
fact that most employees are equally essential in influencing the outcomes of the
organizational operations. It thus focuses and factors in the interest of other groups in
creating HRM strategies.
Figure 1: Harvard Business Model
A different view of the hard HR associates the Michigan model with it as pointed out by
Newell and Roberts (2017). The model has a less humanistic edge as it holds that employees
are resources just like any other business resource. On other words, they have to be managed
in a similar way to raw materials and equipment hence must be obtained a cheaply as
possible, developed, exploited, and used sparingly as possible. It is also known as the best-fit
model that requires human resource strategies to adopt a tight fit of the overall strategies of
the organization. Therefore, it limits the role of HR to a reactive organizational function
while focusing on the importance of the external factors that influences the performance of
the organization.