International Human Resource Management Analysis

Running head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
International Human Resource Management
Name of the Student
Name of the University
Author Note

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Executive Summary
This research report gives a detailed analysis of international human resource management
practices. The organization Ambank from Malaysia is going to enter international market
with its financial services. Thus, to guide the organization with HRM practices, different
theories and practices related to human resource practices have been analysed in the report.
To go forward with same, first the existing human resource practices of the organization have
been analysed and on the basis of the analysis, new practices have been presented in the
report. Among different leadership approaches, contingency theory has been suggested as the
most suitable leadership approach along with transformational leadership to the organization.
On the basis of overall analysis, a set to recommendation has been developed in relation to
international HRM practices.

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Table of Content
2. Introduction............................................................................................................................3
3. Application of theory into practice........................................................................................4
a). Reviewing the existing HRM practices of the organization.............................................4
i). Reviewing the existing HRM practices of Ambank......................................................4
ii) Analysing the importance of HRM and its practices in Ambank in relation to focus on
how it helps to overcome the issues for better performance..............................................6
b). Reviewing leadership theories..........................................................................................8
i). critically reviewing any two theories of leadership.......................................................8
ii). Assessing the suitability of one of the leadership theory...........................................10
c). Discussing the behavioural dimensions that would be required in the management of
human resource in the foreign context of AmBank.............................................................12
i). Key challenges that I may face in the international environment...............................12
ii) Strategies to attract and recruit local talents................................................................14
iii) Integrating cultural differences that results out of internationalization......................16
iv). Reviewing and critically synthesizing the various influences on behaviour in
organisations....................................................................................................................17
d. Analysis of best practices in IHRM.................................................................................18
4. Conclusion and Recommendation........................................................................................19
Reference..................................................................................................................................21

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2. Introduction
This research report provides a detailed analysis of international human resource
management functions of the organisation. Ambank is a large banking organization in
Malaysia whose core business products are retail banking, wholesale banking, Islamic
banking, life and all sort of general insurance. The organisation has divided its services into
four respective categories such as Personal Banking, E-banking and AmBank Group. It is
noted that Ambank is known to be one of the leading Malaysian financial services and the
organization has been running the operation over 43 years with its rich expertise. The
organization has large contribution to economic development of Malaysia. The organization
has more than three million customers. AmBank runs its operation with its workforce
strength of 10,000 employees (ambank.com 2020).
AmBank organisation provides a greater range of both traditional and Islamic
financial solutions and services. This includes wholesale banking, retail banking, investment
banking and financial schemes. The major vision of AmBank is to develop the relationship
and advisors and long-term partners to consumers. It has been identified that business that
Ambank’s businesses are fundamentally centred on leveraging domestic growth
opportunities. However, the organization is determined to expand its business in international
market.
Even though the organization developed a large workforce capacity but its human
resources are hired and assigned on the basis of the department the organisation provides. To
provide customers a hassle-free service, the organization has developed respective customer
service department such as customer service charter, whistle-blower protection team,
customer service for insurance team and for e-banking. Presently, Ambank in Malaysia has
hierarchical structure and thereby, the employees are grouped with every employee having

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one clear supervisor. For example, for the customer service department in sales, there is one
supervisor, while for insurance department, there is one supervisor. This research report
provides a detailed presentation and analysis of the human resource management strategies
that are required for the expansion in the international market. AmBank is considered to be
expanding in Asian market with its e-retail banking services. Thus, on the basis of existing
human resource management practices of Ambank, a detailed review has been performed
which would help to develop and shape multinational strategies.
3. Application of theory into practice
a). Reviewing the existing HRM practices of the organization
i). Reviewing the existing HRM practices of Ambank
As AmBank provides a large variety of banking services, existing human resource
functions of the organization are widely complex. The organisation is performing across
Malaysia only, it hires people from domestic market environment and thereby, the
recruitment and selection process is aligned with the industry standards rules and norm. The
organization has more than 10,000 employees working across the brunches in Malaysia. As
put forward by Brewster, Vernon, Sparrow and Houldsworth (2016), increasing complex and
volatile business environment characterised by globalisation, liberalisation and
transformational invasion have significantly created greater challenges to the organisation.
Recruitment and Selection:
Existing HRM practices of Ambank is based on a pre-defined and clear outplay of
recruitment and selection practice. It has been observed that Ambank follows well-defined
recruitment and selection but there is hardly a bank which follows the pattern of recruiting
people through employee referrals. Ambank recruits people through employee referral but as
there is a constant the changes in the market environment and financial services, the

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organisation started following a pre-defined policy of hiring and recruiting people.
Nonetheless, Bratton and Gold (2017) argued that due to the globalisation and liberalisation
trends, most of the organisations in the banking sector tend to follow the global trends in
recruiting and selection. Thereby, most of the large banking firms are relying on the global
expertise and thereby, banks should follow the practice of hiring people from the global
environment. Moreover, global expertise would help the brand to go global.
Poor retention policy:
On the contrary, it has also been identified that even though the banks tend to hire
people through a predefined policy but it has poor retention policy meaning that employees
that leave the organization are not asked to stay or they are not held with employee benefits
strategies. The major problem is that bank employees in the earlier times tend to face
challenges such as they often leave the organization because of the increasing work pressure
and they are not stopped or held by the employer. As put forward by Alfes et al. (2013),
experienced candidates in the banking sector are highly valuable expertise required for
performing the operation in the international market. Moreover, the banking organizations are
facing stiff pressure in relation to changing needs and services and thereby, the banking
organisations are in the need of flexible talents.
Training and Development:
Training and development is one of the significant aspects in business function
especially in a banking sector as banking needs are constantly changing. As put forward by
Albrecht et al. (2015), training and development practice help and guides employees to fulfil
skill and talent gap. At AmBank provides periodical training program to its employees. It can
be mentioned that training can provide tangible outcome and intangible results with respect to

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self-esteem, high morale and satisfaction of employee because of the acquisition of additional
knowledge and skills.
Performance management practices:
According to Kianto, Sáenz and Aramburu (2017), performance management is one
of the most significant elements of human resource management practices. Employee
performance undoubtedly influences the performance of employees and it significantly
motivates employee performance. However, Ambank when it comes to employee
performance management, follows a periodical approach. At the time of measuring employee
performance, the organisation relies on employee feedback method in which rating is done on
the basis of performance and other elements observed by colleagues and peer in the
workplace. As employee retention strategy is a significant challenge in the banking sector, it
is highly important for banking organizations to focus on performance management practice.
In order to measure the performance, the organization needs to develop suitable performance
matrix for performance management.
Promotion and Career development opportunities: As put forward by Kianto,
Sáenz and Aramburu (2017), high employee turnover rate in the banking sector is
significantly caused by lack of promotion and career development opportunities. Especially,
the people who are working in the organization for a long period should receive suitable
career development and promotional opportunities (Marescaux, De Winne and Sels 2013).
However, at Ambank promotion and career development opportunities are majorly provided
for the senior executives and the people working in the general category or service staff have
limited career growth opportunities.

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ii) Analysing the importance of HRM and its practices in Ambank in relation to focus
on how it helps to overcome the issues for better performance
It has been identified that an increasing number of businesses across the globe are looking for
outsourcing services of Human Resource. The organizations are focusing on HRM to move
forward strategic implementation of employees and measurable effect of employee programs
on business. As put forward by Alfes et al. (2013), successful organizations should be more
adaptive, resilient and customer centric and quick to change direction. In this context,
Caligiuri (2014) mentioned that HR professionals need to enhance the system for
performance development, career succession planning as well as employee development.
Thus, it can be mentioned that Ambank faces a tough competition in relation to service
development and delivery and on the contrary, changing market environment has been an
another challenge.
Consequently, Ambank is in the need of a suitable HRM practices that helps the
organisation to address its issue of high employee turnover, performance management and
training & development. It is noted that as organizations across the globe tend to face
growing challenges because of the globalisation, several organizations seek competitive
advantages at all cost and looking for more innovative ways of performing the business
through HRM practices. On the contrary, Jimenez‐Jimenez and Sanz‐Valle (2013) mentioned
that there has been an ongoing intellectual discussion or the debate on the importance of
Human Resource Management asset in the industrial workplace. While conventionally, some
organizations and even the employees may view HR as the most systematising or policy arm
of executive management, it can be fairly a small percentage of what HR stands for in any
organisation. As the results, people who have this notion often seen human resource staff as
just mere gatekeepers having little or no interest about the employee issue. Discussing the

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importance of human resource can be a vague approach but thereby, the importance of HRM
can be stated with the following points.
Challenge of sustainability
Due to changing environmental dynamics and market needs create serious threat to
the banking organisation like Ambank in Malaysia. Today, sustainability is a major challenge
to corporates because being sustainable is referred to being able to survive and succeed in a
dynamic competitive environment. As put forward by Prieto and Pérez-Santana (2014),
sustainability is kind of a driving force which is reshaping the business world and it is most
likely to continue to do so. It can be mentioned that in order to gain competitive advantages
and become successful in such dynamic landscape, human resource management of the
organisation must have to come up with the new ideas to drive innovation in the business
process, management practices and services. Thus, it can be added that idea of supporting
sustainability is most likely to be flat unless organisation’s workforce puts them into action.
Supervision of talent management process:
Supervising talent is one of the most leading functions falling under the HR department.
Thus, with the help of suitable human resource management planning and supervision,
AmBank can address the challenge of its growing rate of employee turnover, performance
management and training and development program.
The global challenge:
Due to changing market trends and globalisation, the organization Ambank in
Malaysia is not immune to globalisation challenge in which effective HRM practices are the
resolution. As the role of HR professionals continue to increase in values, more effective
functional skills and greater leadership expectations are centred upon the individuals in the
profession. It can be mentioned that through the human resource practice, the organization

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can fulfil the gap of having a combination of linguistics engineering and marketing
knowledge which is not easily available. Nonetheless, the HR professionals must have to pay
a significant role in dealing with the changes and enhance the specifications.
b). Reviewing leadership theories
i). critically reviewing any two theories of leadership
If a business wishes to expand in international market, the first thing it should do is,
reshape its HRM practices for international market environment. Multinational organisations
tend to form flexible and global practices to deal with the human resource needs of global
environment. However, when it comes to shaping and developing HRM needs, leadership is
something which cannot be overlooked. It can be mentioned that leadership theories tend to
explain how and why certain people can become leaders and such theories often pay attention
to the characteristics of leaders. As put forward by Dinh et al. (2014), since the interest in the
psychology of leadership has increased over the last ten decades, different leadership theories
have been launched to elaborate why certain people can become leaders, but when it
addressing the HRM issues in the organisation, trait and behavioural theories of leadership
significantly gain the attention.
Trait theory
As put forward by Parris and Peachey (2013), trait theories make the assumption that
people tend to inherit some particular qualities and traits that help them to become the
leaders. This means that trait theories can help to identify a particular personality or the
behavioural characteristics that are shared by leaders. It can be mentioned for instance that
traits are like extroversion, self-confidence and certain level of confidence that is potentially
linked to great leaders. In this context, Antonakis and House (2014) commented that it is
difficult to identify the kind of traits that individuals hold because many people are having

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personality traits but they never seek out positions of leadership but there are people who lack
major key traits associated with effective leadership style. Considering this particular
discrepancy, it can be mentioned that as banking organizations like Ambank identifies leaders
on the basis of their skills and talents, it is challenging for the organization to choose the
leaders. Thus, there have been an increasing number of debates and series of arguments with
respect to the implementation of trait theory. Antonakis and Robert (2013) commented that
by linking some particular qualities with leadership, it is just an action of limiting the scope
and one does have to think of the people who possess some qualities butt they are not leaders.
Contingency theory: As put forward by Price, and Weiss, (2013), contingency theory
can certainly things to the next level and proposes leaders to take significant actions on the
basis of some particular variables instead of just looking at the situations as a whole.
Contingency leaders should take all the variables that influence the situation into the account
before selecting a series of actions. In this context, McCleskey (2014) mentioned the fact that
effective leadership is all about bringing the right balance between the needs, behaviour and
the context. It can be also be mentioned that effective leaders often focus on significant needs
and then analyse the situations to fix the behaviour accordingly. Thus, it can be mentioned
that if the organization Ambank incorporates contingency leadership theory, success is most
likely to depend upon some variables like leadership style, qualities of followers and
moreover the aspects of situations. For example, if the leaders have to persuade its employees
in relation to change, it first note the fact that whether the organisation has a flexible and
friendly working culture.
ii). Assessing the suitability of one of the leadership theory
The above two theories give a clear picture that trait theory is fundamentally based on
the personal behavioural characteristics and traits. For example, if it is found that an
individual is having a tremendous level of visionary skill along with intelligence, outcome

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from choosing such individual as a leader might be outstanding for the organization.
However, it is quite challenging for the organisation to differentiate and identify such
individuals through personal experience and observation because there can be many
individual who hold or possess such skills. On the contrary, it has been identified that success
of contingency leadership depends upon certain variables like the situation of the workplace,
leadership style and the quality of the audiences. For example, if an organisation is having an
open management framework in which employees can come up with their issues and directly
speak to the managers to find out a solution, leaders may find it easy to convince their
employees about any organisational change in future or if the issue is related to productivity
or employee performance, leaders can address employees’ concern in relation to productivity
through that open communication framework. Thus, it can be mentioned that for expansion of
business in an international market, the business has to consider a leadership style which
needs to be flexible and employee centric. Contingency leadership theory can be a significant
selection for the organization if the variables are flexibility and employee motivation.
Therefore, in the international market environment, the organisation should choose a
transformational leadership style as because employees (Nichols and Erakovich 2013)
Cultural factor
At the time of going global, banking organisation should choose a leadership that is
culturally flexible. For example, if Ambank enters in an Asian market and if they hire people
from Asian regions, the organisation or the leaders have to be aware of the fact that Asians
tend to respect and value their own regional culture and language and thus, to work with such
people, the leader has to be flexible enough to hear employees (Tourish 2014). Moreover, in
Asian nations like China and India, unions have a greater percentage in recruitment and
selection, thereby, a flexible leader is a top most requirement.

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Transformational leadership style: As contingency leadership theory is considered
to be the most effective option for the organization that goes on a global environment, it is
effective and wise for the organisation to choose transformational leadership style (Ejere,
and Ugochukwu 2013). As the success of contingency theory depends upon the variables, it is
worth mentioning that which variable or organizational elements that organization are having
to expand in an international market. Thus, considering the global employee-centric
approach, Ambank should choose a transformational leadership style.
Transformational leadership style: With the help of transformational leadership style,
Leaders play the role of encouraging, inspiring and motivating workers to become creative
and generate creative ideas in order to grow and shape the future success. This would be an
effective approach because in international business environment is all about having a strong
sense of corporate culture which is dynamic and there is a level of employee ownership and
independence in the workplace. Employee ownership and independent workplace are two
major variables that are required to have success through transformational leadership style
(Clarke 2013).
Transformational leadership is required to perform the operation in a global
environment because it can empower employees and give authority to take decisions. Now,
the most frequently question is that why an organization empower its employees for decision
making? To address this concern, leaders today have to understand the fact that when
organization is going to operate in international market, skills and expertise are not mastered
through a traditional training method. The scenario now is different, as access to knowledge
has been an easy procedure due to technology advances and globalisation trends. An
individual from a developed and developing nation can be highly talented and skilled
irrespective of cultural backgrounds (Aydin, Sarier and Uysal 2013). So, to work with such

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people, employers have to hear them and empower them. Thereby, a transformational leader
can empower and motivate the people in exchange of success.
c). Discussing the behavioural dimensions that would be required in the
management of human resource in the foreign context of AmBank
i). Key challenges that I may face in the international environment
The global integrated business challenge:
The concept of ‘going global’ or perform in an international market has seen some
major growth during the last year and businesses mostly rely on HR specialists as the
facilitators of work across several borders and among multiple cultures. As put forward
Vermeeren et al. (2014), HR managers must be sufficiently knowledgeable in relation to
other cultures, language and business practices. Therefore, in order to achieve success in the
global marketplace, the barriers of all businesses irrespective of size and structure is to
understand global corporate cultural differences. Hence, the major challenges that
organization may face is staffing policies, selection and recruitment of talented individuals,
cultural barriers and legal framework.
Cultural difference causes professional misunderstandings
It is certain that when an organisation is going to perform its operation in the global
environment, the most challenging task that business may face is dealing with the cultural
differences. For example, Ambank is presently running the operation in Malaysia’s domestic
market and thereby, the organizational culture is based on Malaysia’s own corporate culture
but when the organisation would be performing the operation in a Middle East market, people
are more concerned about their religious beliefs and they may refuse to maintain corporate
attire in the workplace due to religious reasons (Ehnert et al. 2016). According to Alfes et al.
(2013) it is difficult manage culturally influenced people. It is particularly noted that in the

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European nations employees are asked and inspired to climb the managerial ladder while the
people in US and UK are hungrier and focused to develop their careers in the way they are
perhaps not in European nations. Therefore, it is slightly different proposition the way one
can see the picture.
The technology challenge
It can be mentioned that technology is evolving at a rapid pace and thereby, the
organisations have to be on the cutting edge technologically. As put forward by Ali (2013.),
to remain competitive in the global environment, HRM is significantly held to be the most
core and central element of success in the modern manufacturing and particularly in
organisations that operate in a mature economies and seeking greater value added activities. It
is more of a challenge to the organization because the wave of international technological
insurgence and its constant evolution, demands that organisations must have to become a
‘learning hub’ that affect the output and the competitive edge. It is highly important for the
organization to make investment for skill development with wider engagement.
Getting the HR functions structure right in place
As put forward by Farouk et al. (2016), implementing the best structure
internationally can be a case of getting the right balance plenty of expertise in place as well as
maintaining a greater level of central control and consistency. This happens because no
business wants its expertise to be duplicated in every market or nation and doing so can be
just losing the consistency.
ii) Strategies to attract and recruit local talents
Attracting and hiring local talents an overseas market can be challenging at times but
it entirely depends upon how the market is or what its demographic characteristics. As the
modern workforce becomes more and more mobile, businesses of all sizes need to see

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themselves not as static, localised organisation rather it should consider itself as a player in
the global market. The global marketplace is a widening platform that provide organisations
with a greater standard of talents to choose from and on the contrary, it significantly offers
the individuals the opportunity to pick and choose from a wider talent pool of organizations.
Having aligned values:
It has been identified that top performing candidates are most likely to be chosen for
an organisation whose corporate values align with their own personal values. Thus, Ambank
needs to exhibit a greater level of innovation and creativity but it should be based on a more
specific values –such as a non-conformity style or sustainable value (Meyer and Xin 2018).
So, this approach may help the brand to find more similar-minded people across the globe.
Relying on ‘on-campus’ strategies:
Most of the large banking organizations, when working in an international
environment prefer to hire people from the top institutes of the country instead of depending
on wide online portal. For example, the large banking organization HSBC in India hire talent
from top-most universities and college India –such as Indian Statistical Institute (Dunnagan
et al. 2013).
Complying with local recruiting laws
As put forward by Schiemann (2014) understanding the local mandatory recruitment,
will help to do two major things such as attracting the talent and avoiding the potential fines
and lawsuits. For example, in France a job description should be disclosed or published in
French by law and hence, the translation can be made but French language will definitely
prevail under country’s local law. Thus, if AmBank is going to operate in China, it has to
publish the job description in Chinese language even if it is not mandatory by Chinese law.

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Understanding supplementary benefits and allowances
As it is observed in the of millennial often place a greater value on work-life balance
because employers can no more bully the competitors out of recruiting race of by prospects
higher salaries. Thus, it can be mentioned that an organization recruiting in a new market
may be aware of the typical benefits offered to each position it is publishing and advertising
for. So, if it becomes possible to develop group benefit schemes or if the benefit allowance is
more effective. In this context, Jeet and Sayeeduzzafar (2014) mentioned that related laws
and customs may differ and sometimes it can vary on the basis of new regions of the same
nation.
iii) Integrating cultural differences that results out of internationalization
In the above-mentioned paragraph, it is found that if Ambank is going to operate in an
international market, the organization is most likely to deal with the challenge of cultural
difference. In order to resolve this challenge, the organisation needs to implement a diversity
approach. In this context, Madanat and Khasawneh (2018) mentioned the fact that accepting
cultural difference will provide the comp any with the greater range of business expertise and
moreover gives the business a novel insight to deal with the business based issue.
Diversity approach:
Diversity approach in international business is one of the most significant approach
the business today’s competitive business environment often have to deal with. The
organization needs to enhance a diverse cultural policy where people all cultural backgrounds
can together. A diverse workplace is most likely to generate better output (Cooper et al.
2019).
When individuals coming from different cultural backgrounds are applying their skills
and talents to perform the work, the organization as a whole can perform better. In addition to

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this, a diverse workplace can significantly hope the brand to gain market attention and
support from the external environment like the government entities. Cultural diversity can be
applied through the following methods.
Communication as diversity implantation.
It is certain that effective communication is one of the most significant business
success, whether the business is going to an international market or it is just a start-up
business. (Salampasis, Mention and Torkkeli 2015) mentioned that even though it is quite
general that English is kind of a language of business but it is not effective that business is
likely to come across the foreign counterpart of speaking English. So, when the business
ventures into an international market, the most significant way of bridging the cultural
difference is through the language; hence the business have to understand the language that
target market speaks and learn how it can be used to communicate the message.
It is certain that people from different cultures are most likely to have different
attitudes of perceptions about a particular product and here the knowledge can be a great
benefit especially when one is coming up with the most significant and appropriate marketing
approach for a particular market place. In this context (Dinh et al. 2014) commented that
consumption pattern as well as the individual needs are quite different across the cultures and
this should be treated as the most significant knowledge for the entrepreneurs. This means
any organisation or the business should have to embrace the cultural diversity to be effective
or useful.
iv). Reviewing and critically synthesizing the various influences on behaviour in
organisations
People: it is noted that International social system is significantly making up maximum of the
international social system of the organization. The system is based on both individuals and

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groups that can be large and small either. Since the organization is more of a suitable
combination of groups, managers of the organization must have to play the role of dealing
with the people in the appropriate direction (Aydin, Sarier and Uysal 2013).
Structure: Organisational structure an significantly affect the organizational
behaviour in an international market environment and this can happen because when the
organization is hiring people from different cultural backgrounds, its own existing structure
derived from a domestic environment cannot be applicable. The organization has to develop
and implement a structure in which all working individuals are equally valued and
communicated. This means that organization needs to develop a structure where
communication is not delayed and interrupted (Noruzy et al. 2013)
Technology: It is certain technology mostly affects the organizational behaviour
especially when the business is going to perform the operation in an international market. The
organisation needs to have technological knowledge to process the global transactions (Wu,
Straub and Liang 2015). However, if the organizational workforce is not technologically
skilled, business is going to be affected. Nonetheless, Ambank enters the international
market, it must have to provide its employees with appropriate technology-based knowledge
and skills to address this concern.
d. Analysis of best practices in IHRM
It has been identified that due to the increasing changes in the external market
environment and the market dynamics, traditional HRM practices are going obsolete and
instead the organizations are going global with the dynamic trends in HRM. When it comes
to following the HRM practices for international markets, recruitment, hiring and selection
are mostly considered.
Selection according to the service attitude:

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Banking organisations because of due weightage to the service attitude and
competence and this practice has been brought forward because the banking in the global
market keep in mind that employees with the positive attitude can work more efficiently and
enhance the business (Alzeban and Gwilliam 2014).
Arrangement of special projects:
Some large international banks like HSBC, to make the learning effective follow the
practice of selecting the employees for special project teams for business’s effectiveness and
this can be treated as the employee holding the strategy (Cooper et al. 2019). This means
HSBC employees are sending their employees to special project training and thereby they can
acquire diverse skills and knowledge (Noruzy et al. 2013)
4. Conclusion and Recommendation
When going to an international market, the Ambank needs to focus on innovative HRM
practices related to recruitment and selection, training and development, and performance
management.
Suggested HRM practices and its impact on the organization
Customised Training:
The organization Ambank when going to a global market needs to focus or develop
customised training method because customised training method program can help to design
different level of employees in banks. For example, HSBC in China has been applying this
practice for mre than a half-decade but the implementation can be low in some cases.
Continuous training need assessment:
It is necessary for the organization to design continuous training need assessment of workers
by Human Resource Dependent. With the help of continuous training need assessment, the

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staff who are significantly in the requirement of training and this will help to find out
innovative method.
Innovative Performance Management Practice:
Besides the traditional approach of performance management practice, the organization
should be more focussed and concerned about new practices to goal achievement in efficient
manner and their appraisal and assessments. The organisation may develop an effective
performance matrix and some other competency mapping models should be used for
employee performance review.

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