International HRM at Starbucks: A Comparative Analysis of Operations

This report offers a comparative analysis of Starbucks' human resource management (HRM) practices, contrasting its domestic and international operations. It delves into the key differences in organizational culture, highlighting how values and beliefs shape employee behavior and company objectives across different regions. The report also examines the variations in organizational structure, emphasizing the strategic adaptations made by Starbucks to suit the specific needs of different nations. Furthermore, it explores the nuances of staff management, addressing the challenges and strategies involved in effectively managing employees in both domestic and international contexts. The report provides a comprehensive overview of HRM practices, offering insights into how Starbucks adapts its strategies to foster growth and development in both national and international markets.

International Human
Resource
Management
(Part-1)

Content
• Introduction
• Comparative HRM
• Difference between domestic and international culture of Starbucks
• Difference between domestic and international structure of Starbucks
• Differences of staff management in domestic and international business
• Conclusion
• References

Introduction
The tasks and supportive functions of HR varies from location to location as
a Multi National Company has its functions expanded in various states on
a global level. Starbucks is also one of the finest as well established
company that operates its business at more than 30000 store locations all
over the world. Thus it is essential for the organisation to maintain
effective balance of work and management of its respective work force
that comes from the different back grounds. The key roles of HRM of
Starbucks are moderated according to the nature and factors of their
particular nation of work.

Comparative HRM
With a wide effect of globalisation big organisations are expanding
their work and function out of their domestic territory of work. The
HRM of all these national and international subsidiaries of
Starbucks works on the similar guidelines of organisation, but they
incur specific modification as per the regulations, cultures and belief
of the particular region of operation. Thus it is essential to
understand the difference of HRM functions of organisation with
the help of theories and general HRM practices

Difference between domestic and international
culture of Starbucks
The culture of organisation is comprised of all the values and belief of
its peoples and certain styles of performing the tasks. The response
of organisation towards its people and the response of every
employee towards the organisational objectives are determined by
the culture which is adapted in it

Difference between domestic and international
structure of Starbucks
The structure within Starbucks has a very diverse and formative
nature of work The organisation adapts the strategic structure
method in operation business within the confines of UK. While it
does modify and sometimes transform the whole structure
according to the respective nation.

Differences of staff management in domestic
and international business
Staffing within Starbucks is considered as to put the right individual on
to right job. The organisation does its staff management very
efficiently in the domestic boundaries of operations.
While its faces some barriers and regional issues to manage the good
staffing in relation to international human resource management.

Conclusion
It can be ascertained from the above discussion that the international
human resource management of the respective multi national
company, that there are huge differentiations in pertaining business
on domestic and international level. These differentiations are
essential to be evaluated by the HR management. Through which it
can provide effective measure to solve the problems that arises in
both context as it can also use the analyses for firm's growth and
development in national as well as international market place.

References
Cascio, W. F. and Boudreau, J. W., 2016. The search for global
competence: From international HR to talent
management. Journal of World Business. 51(1). pp.103-114.
Peltonen, T. and Vaara, E., 2018. Critical approaches to comparative
HRM. In Handbook of research on comparative human
resource management. Edward Elgar Publishing.

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