International HRM: Manager Relocation to Paris, France (HRMT20025)

This essay provides a critical analysis of the human resource management (HRM) challenges associated with relocating a manager from Australia to France, specifically focusing on the subsidiary branch of an Australian multinational organization located in Paris. The analysis is divided into two main parts. The first part delves into the relocation and cultural issues, including immigration requirements and adapting to the French work environment, referencing the impact of cultural differences on the manager's effectiveness. The second part examines the employment and political context in France in 2019, including the impact of the "yellow vest" protests on employment, politics, and the economy. The essay also touches upon industrial relations between France and Australia. The essay concludes with a comprehensive overview of the HRM issues faced by the manager and provides insights into navigating the complexities of international HRM.

Running Head: CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
Critical analysis of the HRM Professionals
Name of the Student
Name of the University
Author’s Note

1CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
Table of Contents
- The relocation and cultural issues that are involved in the transfer of a managerial employee
from one country to another?...........................................................................................................2
- Write about the HR management and employment relation issues that will impact on the
working life of this manager in France in 2019 due to the issue going on?....................................4
- Industrial relations among the France and Australia?..............................................................8
Conclusion.......................................................................................................................................9
References......................................................................................................................................10

2CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
- The relocation and cultural issues that are involved in the transfer of a managerial
employee from one country to another?
The first part concerns the relocation and cultural issues that are involved in the transfer
of a managerial employee from one country to another. Many of these matters are covered in the
textbook. I also recommend that you familiarise yourself with any relevant immigration
requirements for managers who have been transferred to work in France.
According to the official website of (Edition.cnn.com, 2019), the present president of the
state of Paris is Emmanuel Macron. Undertaking the ongoing protest like that of the "yellow
vest" (gilets Jaunes) protests the government has identified the need to formulate a new set of
rules and regulations that are favourable for the corporate sector and for the good of the
individual employees.
According to the author Hickman et al., (2018), the manager are the visionary body when
shifting from one country to another, it takes time for them to completely evolve with that of the
work culture of the present region of the country. Moreover, the work culture, the role and
responsibilities differs from one area to another area. On the other hand, speaking in terms of the
internal factors there are some member of the company that are close to the manager, this are the
main bodies that deliver information’s in regard to the organisational activities. Moving to
another region will take time for the managers to develop this sources. The managers on the
other hand, fail to be fully effective when moved from one region to another because some
managers are introvert in personal. Being introvert they are effective within the domestic
boundary. Whereas, on international scale they fail to be effective, they fail to open-up. They are
more familiar within their own domestic region.

3CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
The transfer of Human force in any other part of the economy does not seem to be
effective when the transfer takes place. The difference in the cultural traits, traditional norms,
traditional beliefs, and the difference in the self-belief creates a situation of chaos when an
individual has to undertake activities in any other part of the country rather than its domestic
country (Benn et al., 2014).
The employees failed to comply and understand the need to communicate and get
involved with that of the members of the different corporate sector. They lack the visionary
power; they live in their ego and take it is a matter of threat towards their individual religion and
caste. They take it as a very low reputation factor that they might have to ask every time for each
and every activity due to the difference in work activity. However, it cannot be ignored that the
corporate activities and practices differ from one region of the country to another region. The
difference in the language and the mental perception ability differs from one individual to
another individual.
This is another one reason why some individual professional irrespective of business
undertakings or promotions fail to cross the geographical criteria and undertake business
activities in some other part of the world. Each and every individual country follows their own
set of principles and code of conduct which is mandatory to be followed by each and every
business unit undertaking activity within the economy of that region (Samuels et al., 2014).
However, in some of the cases, the professionals become ready to relocate in some other
part of the country where the business firm may have their business unit but upon some demands
and considerations. However, this specific set of demand is given priority by the management
team, but at some point of the time, the management fails to consider the demands because this

4CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
demands fail to be of standard nature or may be out of the hands of the corporate sector. As such
that the HRM policy gets hampered when such conflicts take place.
There also takes place political factor of that economy, if the country does not like the
participation of any other region employees within their country this led to the creation of chaos
as such that they make a number of efforts for hampering the well-being of the individual.
According to the author Noe et al., (2017), Speaking about the HRM recruitment process
of France, the country makes use of the career-based recruitment system of all OECD countries.
Moreover, an individual is able to make an entry within the civil service by means of a
competitive examination. This competitive examination is being monitored and administered
centrally and which is differentiated by seniority but a not professional group. On the other
contrary, a major proportion of the job role or job vacancy is available to the internal and
external recruitment, with applicants applying directly to the post. However, a number of the
initiative has been undertaken to have concern towards external recruitment in regard to the top
management and decrease it for secretarial and technical positions. The country makes use of the
diversified policies to advance the representation of women and disabled individuals.
- Write about the HR management and employment relation issues that will impact on
the working life of this manager in France in 2019 due to the issue going on?
The second part of the question concerns the employment and political background to
working in France at the present time. In this respect some brief discussion of the "yellow vest"
(gilets Jaunes) protests is appropriate. What impact, if any, will these protests have on
employment, politics and the economy in France? What are the causes of these disturbances?

5CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
These matters are not easy to assess, but the best papers will make an attempt to do so. Please
note that these protests are continuing (Wight et al., 2018).
According to the official website of (Theguardian.com, 2019), the conflict which took
place in recent time. The protest addressed as the "yellow vest" (Gilets Jaunes) protests. This
protest took place because of the global warming effect. According to the official report of the
police, there were a total of 10,000 gilets jaunes on the Champs-Élysées, 30,000 in total number
across the region of France. About 45,000 people marched in a separate, peaceful demonstration
in Paris; they were protesting for not having concern against global warming. Though the climate
protesters far outnumbered the yellow vests, attention focused on the sacking of the Champs-
Élysées.
The number of protesters turned into looters, and they were throwing the merchandise
and official premium commodity in the streets and destroying the entire business firms. Some of
the business firms that were adversely affected are Hugo Boss, Bulgari, Célio, Foot Locker, Tara
Jarmon, Lacoste, Longchamp, Nespresso, Nike, Yves Rocher, Samsung, Swarovski and Weston.
Looters threw clothing from the Zara outlet, and footballs from the Paris St Germain team’s
store, into the crowds. Demonstrators shouted “Revolution!” and “To the Élysée!”. However,
because of the incident about 60 Gilets Jaunes or yellow vest demonstrators were injured Wight
et al., (2018).
The authority and competence of President Emmanuel Macron and his interior minister
Christophe-Castaner have been called into question after hooligans laid waste to much of the
Champs-Élysées. It was the worst rioting in the year 2019. The protest even took such disaster
face that the local police had to fire tear gas and flash balls in order to disperse them. The protest

6CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
has an adverse effect on the labour market of Paris. Because of the protest first monthly
contraction in French private sector output for two-and-a-half years. The campaign, initially
protesting against an increase in fuel taxes, caused disruptions to both the demand and supply-
side of the economy (Irishtimes, 2019).
The negative impact resulted within the manufacturing and service sectors, as the
individual service providers claimed and registering their first fall in business activity since June
2016. In terms of the final commodity and goods producers, they saw output decline at the fastest
pace which did not take place for over three-and-a-half years. The PMI results now point to
quarterly GDP growth of approximately 0.2% for the fourth quarter of 2018. However, with
growth momentum being lost throughout the quarter, the December PMI readings alone were
consistent with the economy contracting.
Figure: France composite PMI VS official GDP data
Source: (News.ihsmarkit.com, 2019)
This protest furthermore restricted the creation of new job opportunities. The reduction of
the business output in terms of the final end products much of the labour workforce fails to exist.
The private sector firms increased staff numbers at the slowest pace for 20 months, according to
the latest PMI data. Within the sector level, the weak performance was occurred because of the

7CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
second successive contraction within the manufacturing employment. Meanwhile, services
companies reported their softest rate of hiring since April 2017.
Figure: France composite employment PMI VS official data
Source: (Ihsmarkit.com, 2019)
Because of the outcome of the month of December in 2018. There was an occurrence of
the downward trend since the fourth quarter. However, the protest still exists within the
economy. It was the belief of the market that the effects will remain until the middle of the year
2019. Thus will adversely affect the employment market. French unemployment structure
remains stubbornly high. France continues to lag behind other large European economies such as
that of Germany and the economy of the UK.

8CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
Figure: European unemployment rates
Source: (Ihsmarkit.com, 2019)
- Industrial relations among the France and Australia?
The bilateral relationship that takes place among the two countries exists from the World
War-I and that is comprised of community of values such as defending multilateralism, law, and
the peaceful settlement of the disputes. Both the economy saw a major development which took
place because of the announcement of the naval group, which was chosen to formulate about 12
ocean submarines. The submarine contract was about €34 billion (Ewc-news.com, 2019).
This initiative on the other hand led to the formulation of intergovernmental treaties and an
Enhanced Strategic Partnership, which was signed by the foreign ministry comprising from the
both of the individual countries within Melbourne in the era of March 2017. The Trade and
direct investment are an essential part because of the strong bilateral relationship. Australia
accounts for about 7th largest trade surplus (€1.3 billion within the era of 2017). Over 600

9CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
French companies are set up there who are employing about 70,000 people including 35 from the
CAC 40. On the other hand, Australian investments within the region of France are constantly
increasing, and still have huge potential within the near future. On the other hand, speaking in
terms of the French Embassy, the French Embassy located within the region of Australia serves a
French community comprising of 100,000 people (only 25,203 of whom are registered on the
consular list). More than 100,000 French visitors and tourists travel to Australia each year
(Lovenduski et al., 2018).
Conclusion
As stated above the report consists of two different parts –first part of the report is about the
relocation and cultural issues that often cause the transfer of managerial employees from one
region to another region. In the first part, it is learnt that managers are the visionary body when
shifting from one country to another, it takes time for them to completely evolve with that of the
work culture of the present region of the country. It is worth telling that work culture, the role
and responsibilities differs from one area to another area. In addition, in the second part, it is
learnt that there is a significant issues about HR management and employment relation issues
which could strongly influence the working life of managers and other supervisors in France. As
the consequence of protest, it is learnt that thousands of people marched in a separate, peaceful
demonstration in Paris; they were protesting for not having concern against global warming.
Though the climate protesters far outnumbered the yellow vests, attention focused on the sacking
of the Champs-Élysées.

10CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
References
Baccaro, L., & Howell, C. (2017). Trajectories of neoliberal transformation: European
industrial relations since the 1970s. Cambridge University Press.
Benn, S., Edwards, M., & Williams, T. (2014). Organizational change for corporate
sustainability. Routledge.
Edition.cnn.com. (2019). Emmanuel Macron Fast Facts. Retrieved from
https://edition.cnn.com/2017/05/21/europe/emmanuel-macron-fast-facts/index.html
Ewc-news.com. (2019). Retrieved from http://www.ewc-news.com/en032015.pdf
Hickman, C. R., & Silva, M. A. (2018). Creating excellence: Managing corporate culture,
strategy, and change in the new age. Routledge.
Irishtimes. (2019). Gilets jaunes protests cause extensive damage on Champs-Élysées. Retrieved
from https://www.irishtimes.com/news/world/europe/gilets-jaunes-protests-cause-
extensive-damage-on-champs-élysées-1.3829587
Lovenduski, J., & Hills, J. (Eds.). (2018). The Politics of the Second Electorate: Women and
Public Participation: Britain, USA, Canada, Australia, France, Spain, West Germany,
Italy, Sweden, Finland, Eastern Europe, USSR, Japan. Routledge.
News.ihsmarkit.com. (2019). IHS Markit Eurozone Composite PMI® – final data | IHS Markit
Online Newsroom. Retrieved from https://news.ihsmarkit.com/press-release/economics-
media/ihs-markit-eurozone-composite-pmi-–-final-data-0

11CRITICAL ANALYSIS OF THE HRM PROFESSIONALS
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill
Education.
Samuels, B. C. (2014). Managing Risk in Developing Countries: National Demands and
Multinational Response (Vol. 1067). Princeton University Press.
Theguardian.com. (2019). Who are the gilets jaunes and what do they want?. Retrieved from
https://www.theguardian.com/world/2018/dec/03/who-are-the-gilets-jaunes-and-what-do-
they-want
Wight, J. (2018). Yellow Vest movement strikes a victory for working people. Guardian
(Sydney), (1852), 8.