International Human Resource Management Report - HRM Report

This report provides a comprehensive analysis of international human resource management (HRM) practices, specifically focusing on the context of Kuala Lumpur, Malaysia. The report begins by examining local staffing options, including legal requirements, talent shortages, and the application of ethnocentric and polycentric approaches. It then delves into compensation options, such as package systems, need analysis, and payroll systems, highlighting the importance of competitive analysis and labor negotiations. The report also addresses the training and development needs of both local and parent company managers, emphasizing employee development, coaching, and the importance of understanding cultural dimensions as proposed by Hofstede. The report concludes by providing a practical overview of how to implement effective HRM strategies in an international setting, with a focus on adapting practices to the local context of Kuala Lumpur, Malaysia. This report is contributed by a student to be published on the website Desklib.

Running head: HUMAN RESOURCE MANAGEMENT
International human resource management
Name of the student:
Name of the university:
Author note:

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Table of contents
Local staffing options.................................................................................................................2
Compensation options................................................................................................................4
Training and development needs of a local and parent company manager...............................6
References..................................................................................................................................9

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Local staffing options
The current business requirements in Kuala Lumpur, Malaysia have been legalized in the
parameter of the recruitment and selection. Foreign work visa applications have been
simplified for the candidates coming from the foreign countries. Brain drain in the other
countries have compelled Kuala Lumpur, Malaysia to encounter major losses in the
management of the human resources, that is, the people. The fertility rate is currently low and
considered to be one of the main factor for supplementing the local workforce. Open
immigration policies acts assistance for developing balance in the talent management (Kim,
Chung & Brewster, 2019).
Fair Consideration Framework helps in applying the legal requirements into the process
of selection and recruitment. The main aim in this context is to ensure that the workforce
have proper access to the job opportunities. Under the framework, it is ensured that the
companies register in the National Jobs Bank portal for advertising the vacant post of
manager. The requirements are different for the candidates to be recruited at different levels.
These differe-nces have been briefed to the companies. Non-complaint hiring practices
relates to the unfair hiring practices towards catering to the foreigners. Supervision from the
Ministry of Manpower is assistance for averting the illegal instances (Ayentimi, Burgess &
Dayaram, 2018).
Talent shortages in the fields of data analytics, programming, artificial intelligence and
cyber security adversely affects the growth plans. Outsourcing the requirements to the
external agencies and setting overseas teams are effective in terms of expanding the scope
and arena of the business. Guo, Rammal and Dowling, (2016) is of the view that global
competitiveness is to be identified for practicing efficient global recruitment and selection.
Tracking of the knowledge and experience is of crucial importance in terms of covering all

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criterions. Change management models are to be embraced for mapping the current
conditions of the labour market before setting the criterions of vacancies.
Exploitation of the proposed changes is flexible in terms of mapping the competencies
towards recruiting skilled and efficient managers. In this context, ethnocentric approach can
be applied for assessing the strategies to hire the managers from same nationality of the
multinational enterprise based in Brisbane. Choosing only the candidates of Brisbane to
work in the Kuala Lumpur, Malaysian outlets would reflect the adoption of anethnocentric
approach, where the higher level posts can be filled by the expatriates. Crucial linkages are
established between the parent country and the host country operations (Sun, Zhou & Lei,
2019). The interests of the headquarters is emphasized for conducting the recruitment
processes according to the requirements.
As a matter of specification, the selection and recruitment is conducted in four stages in
this approach: self-selection, creation of candidate pools, technical skills assessment and
developing mutual understanding through unbiased decisions. Self-selection reflects the
capability of the employees in terms of undertaking the decisions regarding securing the
future in the international markets. Preparation of the database is done according to the
international operations. As per the arguments of Malik, (2018), technical skills assessment is
conducted for analysing the collected data in order to select the suitable candidates for the
post of manager. In this context, consent from the candidate is of utmost importance to
expose ethical compliance.
Mention can also be made of polycentric approach, which limits the strategic
management in the selection and recruitment from the nationals of the host country, which is
Kuala Lumpur, Malaysia. Gradually, the operating costs is reduced for aligning the business
with the requirements of the foreign country business. Lussier and Hendon, (2017) highlights

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that the switching costs is high in this approach, contradicting stability in the public relations.
Localized HR department can look after the registration of the candidates from the local and
the host countries. In this context, geocentric approach is also applicable for reducing the
differences based on nationalities. Integrated business strategies are formulated for
globalizing the process of selection and recruitment. Consciousness is to be exposed towards
the issues of political, ethnic and governmental laws. Manpower agencies and consultancy
firms can be contacted for dealing with situation in an effective manner.
Compensation options
Package systems can be introduced for luring the staffs. Inclusion of incentives in the
package would be a productive option for the candidates in terms of inspiring them to invest
in the services of the multinational company. Sessions can be taken for briefing the staffs
about the benefits, which they can avail in this packages. McDonnell et al., (2016) is of the
view that execution of need analysis would be effective for gaining an insight into the
specific needs, demands and requirements of the staffs. This need analysis would be effective
for conducting task allocation according to the areas of interest, specialization and others.
In the process of planning for the compensation, the aspects to be considered are costs
and standards of living, labour negotiations, qualifications, supply and demand. The main
component in this planning is the competitive analysis, which helps in enhancing the
awareness about the tactics adopted by the competitors for recruiting the candidates to fill up
the vacant post of a manager. As per the arguments of Zolotoy, O’Sullivan and Martin,
(2018), labour negotiations and collective bargaining are applicable if the candidates are a
member of the labour union. Negotiation is crucial for enhancing the stability in the
relationship with the corporations for conducting the selection and recruitment in an efficient
and effective manner.

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Using a payroll system would act assistance in monitoring whether the candidates are
correctly briefed about the salary packages. Typical components of the payroll would be tax
forms, proof of the legal work status, working hours, benefits and bonus and documents
relates to the state and federal taxes (Roberts, 2018). Incentives can also be provided in the
form of rewards and recognitions, which would inspire the candidates to expose better
performance. Extracurricular activities like sports, cultural events, outings would be one of
the other means for luring the candidates towards the services of the multinational company.
Along with this, benefits like health insurance, paid vacations and retirement is one of an
effective aspect for attracting the candidates towards the services of the multinational
company.
Isaac et al., (2018) states that covering all the expenses before the tax obligations would
be a tactful approach towards maintaining the financial stability. Therefore, budget needs to
be developed well in time for averting surplus, which can strain the budget. Careless
approach in this direction would deprive the candidates of the quality services. One of the
other steps would be to reduce turnovers by introducing lucrative pay packages. Investments
in training and development programs would be effective for enhancing the awareness of the
candidates about the recent business trends for achieving customer satisfaction. Apart from
this, leveraging compensation or profit sharing approach would be effective for the
multinational company in terms of increasing the market share in the host country of Kuala
Lumpur, Malaysia.
Advertising the vacant post with rewarding titles would increase the trafficking of the
audience towards the brand image. The compensatory advertisements and others need to be
according to the standards and protocols of the marketing legislations (Rodriguez & Walters,
2017). The HR managers need to collaborate with the supervisors, administrators for
formulating effective strategies for advertise the vacant post. Adhering and complying with

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the guidelines would enable the staffs of the multinational company to hire skilled and
qualified candidates for the post of a manager. The operations of selection and recruitment
are managed by the Office of Human Resources. The officers are entrusted with the
responsibility to ensure that the processes are conducted according to the rules and
regulations.
Equal Employment Opportunity Commission would play an important role in
enforcing the federal guidelines, where discriminations are considered to be illegal. Mention
can be made of the UT Dallas Policy, which ensures that the practices of recruitment and
selection is devoid of the discriminations related to gender. This policy would act as a
cornerstone in upgrading the standards and quality of the human resource management
practices. Evans, (2017) highlights that the principles would also be applicable to the
performance of the non-faculty staffs. Reference can be cited of the merit based salary
adjustments for which all of the faculties can be involved in the decision-making process.
Training and development needs of a local and parent
company manager
According to the current business trends, the main aim is employee development. It is the
responsibility of the manager to create a congenial learning environment for the employees to
invest their talents in the services of the companies and organizations. It is the managerial
responsibility, which revolves around professional development of the employees. For this,
the emphasis is laid on the training and development needs for the employees as well as the
managers. Location wise training and development programs can be organized for achieving
regional development in terms of the selection and recruitment practices. Rodriguez and
Walters, (2017) is of the view that using online modes of training is beneficial in terms of
increasing trafficking of the audience towards the brand image of multinational company.

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One of the agents for detecting the training and development needs is coaching, which
would act assistance in delving deeper into the mind-set of the candidates. The objectives in
this case is conduct consistent face to face interviews for mapping the current skills, abilities
and competencies of the candidates. This information would act as an agent for formulating
strategies for introducing quality training and development programs. The essential
documents in this context are scores, plans and follow ups. Mention can also be made of the
individual development plans would be a keystone for increasing the learning speed of the
candidates. The documents in this context are employee intentions, learning outcomes to be
achieved and the tangible growth goals. Isaac et al., (2018) opines that the essential
components of this plan are learning strategies, experiential learning and symbolic
interaction.
One of the important need is the creation of corporate learning culture, which supports the
learning processes. Supervision from the Directors would help in developing consistency in
the process of selection and recruitment in the multinational company. Along with this, it is
also to be ensured that the candidates get equal access to the training and development
programs, sessions and others. Follow up of the attendance is needed in terms of ensuring the
participation of the candidates. According to the arguments of Roberts, (2018), before
formulating the training needs, the culture of the parent and the host country is to be
thoroughly studied. In this context, the dimensions proposed by Hofstede is of utmost
importance. Brisbane culture is diversified, which if expanded into the threshold of Kuala
Lumpur, Malaysia would expand the customer base.

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Fig: Hofstede cultural dimension score of Kuala Lumpur, Malaysia
(Source: Hofstede-insights.com, 2019)
If the score of Kuala Lumpur, Malaysia is considered, the highest score is attached to the
dimension of power distance. The acceptance level of the hierarchy is high, which would be
advantageous for the Kuala Lumpur, Malaysian outlets in terms of expanding the customer
rates. Centralization organizational structure would be beneficial in terms of enhancing the
efficiency in the operations. Autocratic leadership would enhance the standards and quality of
the employee performance, however, it needs to be ensured that proper motivation and
encouragement is provided to the candidates, so that they feel an urge to make practical
application of the learnt skills into executing the operations.
Collectivism score is that of 26, which indicates that group discussions and forums need
to be increased, so that the adjustability skills of the candidates are enhanced. Introduction of
the loyalty programs and bonus would be effective for luring the candidates towards the
services of the multinational companies (Kim, Chung & Brewster, 2019). In case of
masculinity, the score is 50, which indicates patriarchy. Increasing the employment
opportunities for the female candidates would generate equality in the business practices. The
score for uncertainty avoidance is 36, which reflects the inevitability towards uncertainties.

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Therefore, the multinational company needs to conduct journey mapping along with risk
assessment for averting the uncertainties. Evaluation needs to be conducted for detecting the
areas in which modifications are to be made for upgrading the standards and quality of the
business operations.

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References
Ayentimi, D. T., Burgess, J., & Dayaram, K. (2018). Local isomorphism and multinational
enterprises’ human resource management practices: Extending the research agenda.
Journal of Management & Organization, 1-16.
Evans, L. (2017). University professors as academic leaders: Professorial leadership
development needs and provision. Educational Management Administration &
Leadership, 45(1), 123-140.
Guo, Y., Rammal, H. G., & Dowling, P. J. (2016). Global talent management and staffing in
MNEs: An introduction to the edited volume of international business and
management. In Global Talent Management and Staffing in MNEs (pp. xv-xxiv).
Emerald Group Publishing Limited.
Hofstede-insights.com (2019). Cultural score of Kuala Lampur, Malaysia. Retrieved 11th
January 2019 from https://www.hofstede-insights.com/product/compare-countries/
Isaac, S., Le Duc, I., Hardebolle, C., & Tormey, R. (2018). Training and development needs
for a 21st century academic. In Global Perspectives on Teaching Excellence (pp. 118-
129). Routledge.
Kim, C., Chung, C., & Brewster, C. (2019). Beyond nationality: international experience as a
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Lussier, R. N., & Hendon, J. R. (2017). Human resource management: Functions,
applications, and skill development. Sage publications.

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Malik, A. (2018). Strategic Compensation and Benefits Management. In Strategic Human
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Singapore.
McDonnell, A., Gunnigle, P., Lavelle, J., & Lamare, R. (2016). Beyond managerial
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Roberts, J. (2018). Future and changing roles of staff in distance education: a study to
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Rodriguez, J., & Walters, K. (2017). The importance of training and development in
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Sun, J., Zhou, L., & Lei, L. (2019). Can money always talk? Implication for environmental
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Zolotoy, L., O’Sullivan, D., & Martin, G. P. (2018). The social context of compensation
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