International Human Resource Management (Unilever Plc)

This presentation discusses the key factors that differentiate domestic and international HRM with a focus on Unilever Plc. The factors include culture, policies, and laws. References are also provided.

INTERNATIONAL
HUMAN RESOURCE
MANAGEMENT
(UNILEVER PLC)

Table of Contents
 Overview
 Critical discussion of the key factors that underpin the differences between domestic
and international HRM
 References

Overview
 This presentation is based on Unilever Plc which is headquartered in London, England.
 It was founded by Antonius Johannes Jurgens, Samuel van den Bergh and Georg
Schicht in the year 1929.
 This presentation includes a critical discussion on the key factors which leads to the
differentiation between domestic and international HRM.

Critical discussion of the key factors that
underpin the differences between domestic
and international HRM
 Culture: The major factor that creates differences between
domestic and international HRM is culture. The culture operating
within Unilever differentiates on the basis of borders of different
countries.
 The culture that exists within the organizational boundaries of
United Kingdom differs from the culture that exists
internationally.
 According to Hofstede’s Cultural dimensions’ theory, Unilever
follows a low power distance index and promotes equality.

Continued
 Policies: The policies within the national boundaries
differs to the policies of HRM that exist on the
international level.
 Similarly, the policies of HRM first formed in Unilever
when it was operating only in United Kingdom would have
been different from the policies which were formulated
after abiding to the rules and policies of all the countries.
 Policies such as employment policy, sexual harassment
policy, discrimination policy varies from country to
country.

Continued
 Laws: The laws and regulations varies from
country to country and region to region.
 Similarly, in Unilever the laws that exists within
United Kingdom are different from the laws
operating outside the country.
 These laws include tax laws, salary laws,
investment laws, employer- employee laws.

References
 Lopez-Cabrales, A. and Valle-Cabrera, R., 2020. Sustainable HRM strategies and
employment relationships as drivers of the triple bottom line. Human resource
management review. 30(3). p.100689.
 Memon, M.A and et.al 2020. Satisfaction matters: the relationships between HRM
practices, work engagement and turnover intention. International Journal of Manpower.
 Stankevičiūtė, Ž. and Savanevičienė, A., 2018. Designing sustainable HRM: The core
characteristics of emerging field. Sustainability. 10(12). p.4798.