200621 International HRM Report: Horizon Limited Inc. China Venture

This report analyzes the Human Resource Management strategies of Horizon Limited Inc. in the context of its potential expansion into China. It examines critical aspects such as cultural context, international staffing, organizational structure, and international performance management. The report discusses the challenges posed by cultural differences, including the need for sensitivity and adaptation to local values and beliefs. It explores the importance of ethnocentric staffing, recommending the selection of executives from the parent company to ensure effective transfer of operational knowledge. The report suggests a divisional organizational structure to manage the company efficiently within the host country. It also emphasizes the significance of a robust international performance management system, including planning, monitoring, evaluation, and employee motivation through rewards and compensation. The report recommends the recruitment of Roger Freeman, an experienced employee, for overseas operations and advises the company to be open to local ideas and recruit local people to foster better coordination and create employment opportunities. The conclusion emphasizes the importance of adapting to the local market and integrating a sound marketing strategy.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the student
Name of the University
Author’s Note

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Executive Summary
The Human Resource Management of the Horizon Limited Inc. should take appropriate
strategies that would enhance the prospects of the company’s overseas venture. In this portfolio,
the different aspects of the companies prospective candidature will be discussed that will provide
an insight into the efficient working of the company in the Chinese context.

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Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................3
The Cultural context....................................................................................................................4
The International Staffing Context..............................................................................................4
The organizational Structural Context.........................................................................................5
The International Performance Management Context.................................................................5
Recommendation.............................................................................................................................6
Conclusion.......................................................................................................................................7

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Introduction
Horizon Education Inc. has a wide prospect in the field of expanding in China. The diverse
working of the company is essentially the main components for its massive success range.
However, the company may face many challenges due to the difference in the entire structure of
the company (Rees and Smith 2017). In this portfolio task, the various problems that the
company might face, in the cultural, international staffing, international performance
management, and the organizational structure context, will be analyzed and discussed. Moreover,
it will provide an insight into the different aspects that need to be looked into, in order to define
human resource management within the global context. Horizon Education Inc., in this portfolio,
will be taken into consideration and the various methods that need to be integrated within its
decision-making scenario, so that it gets to put its foot in a culture that is entirely different from
that of the USA.
Discussion
In order to have a detailed overview of the company’s prospects, it is imperative to look at the
major concerns that the company has been facing. The expansion decision of the company in
China is undoubtedly a good decision, but certain things should need to be taken into
consideration. For instance, the human resource management team must check on the effective
recruitment of the candidates while hiring because China is known for the lifelong employment it
provides in every sector (Kang and Shen 2016). Considering this factor, the company has to find
the most desirable candidate who has the talent to work according to the company’s expectations
and provide the utmost utility. The parent company, which is located in the US experiences far
different scenario than that what the company will face in the Chinese context. Keeping these

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views in mind, the company has to establish proper strategies that would help in the effective
growth of the company.
The Cultural context
In reference to the cultural context, the company has to understand the culture of the country, the
values and its beliefs that would help it to operate efficiently in a diverse social setting. Though
in the era of globalization, various multinationals are operating in various countries, there have
been significant failures due to the failure of adopting the cultural difference. The social setting
of China is not multicultural and therefore appropriate steps need to be taken by Horizon Limited
Inc. to embrace the cultural implications. Moreover, the company also needs to do a preliminary
research on the religious values and belief before having its roots grounded deep in the economic
system of the country. The company has to be sensitive in various matters including a fair
recruitment policy that would be advantageous in accordance to the country’s culture.
The International Staffing Context
Horizon Limited Inc. has to incorporate various factors while making a decision for staffing.
Since the company is opening its branch in a different atmosphere, the ethnocentric staffing
would be the best option for the human resource management while recruiting. The reason
behind this particular decision is that an executive from the parent company has a better
knowledge about the functioning and operational management of the country, thereby being the
eligible candidate for the position of plant manager. In this context, the company has to choose
somebody who is from the USA and have a fair understanding of the company’s managerial
setting (Noe et al. 2017). Moreover, the company needs to transfer the policies of the parent
company to the company in the host country, which can be done only by a candidate belonging
from the main branch. Therefore, the conflicts which might arise in a different social context can

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be resolved by a candidate who can effectively transfer the operational instruction from the
parent to host country.
The organizational Structural Context
The organizational structure of the organization should be aligned with that of the parent
company, which would ensure the success of the company. The structure that the company needs
to follow is the divisional type which can be the best for managing the company efficiently. This
is because the company is in the host country which needs to be operated on the basis of the
demands in the host country (Reiche, Harzing, and Tenzer 2018). Therefore, the company can
have a fair idea about the way it can work considering the socio-economic situations of the host
country. Moreover, there needs to have a divisional operational heads who would look into the
different aspects of the company thereby making the process a seamless one.
The International Performance Management Context
The International performance management is pivotal for the company to implement in the
Chinese scenario. There should be an appropriate management system which can effectively
manage the performance of the company. For instance, there should be a proper planning that
needs to be executed. After that, the entire work should be monitored and evaluated. The
effectiveness of the planning should be checked and proper corrective measures needs to be
taken for its improvement. The successful performance management should also be integrated
where the manager needs to motivate the employees and take proper measures for ensuring high
performance in the employees (Reiche et al. 2016). A periodic rating should also be incorporated
where the performance will be evaluated and acknowledged. In addition to that, the company
should extend compensations and rewards to motivate and encourage the employees towards

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performing better. The performance management department should be prompt enough to look at
the excellent performance of the employees which will enhance the performance of the company.
Recommendation
In view of the above analysis, Horizon Limited Inc. should recruit Roger Freeman considering
every aspects of eligibility. The reason for choosing him are umpteen which will be mentioned in
the following section. Firstly, the candidate has worked in the parent company with high
performance. Selecting him for overseas operation can motivate and give him the essential
exposure for improving his career (Sheldon and Sanders 2016). Moreover, the candidate is
interested in taking up the project and willing to relocate in a different country. In contrary to this
scenario, Sabrina Johnson, despite being one of the potential candidates for the job profile,
cannot be selected due to her less understanding about the company’s policy. Freeman is a better
choice since he was associated with the company for a longer period of time. However, her
knowledge of the Asian market could have come to use in assimilating the ideas in the company
(Jackson 2019). Similarly, Horizon Limited Inc. could have benefitted from then expertise of
Jianguo Wang and his knowledge of that particular organization. However, he should be
recruited to any other sphere for utilizing the experience he has gathered during his days in the
high tech company which Horizon Limited Inc. bought.
In reference to the cultural context, the company should be more flexible and open to ideas for a
better coordination from the Chinese society’s end. Additionally, the company needs to recruit
the local people which can have double implications – creating employment opportunity within
the country and blending in better knowledge and skills of the local community (Campbell
2018). Horizon Limited Inc., therefore, needs to have an open ground for better research,
innovation, quality enhancement and growth prospects. All these factors should be adeptly

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handled and efficient managerial system should be incorporated by effective recruitment in the
host country. In addition to everything, the company also needs to adopt a policy that should be
aligned with the company policy as well as the country’s context.
Conclusion
After analyzing the company’s prospects in its overseas expedition, it can be concluded that the
company has massive opportunity provided it function according to the situations that demands
in the country. A lot of differences are bound to arise due to the cultural difference. However, it
can be dodged with appropriate strategies which can only be possible with the sound analysis of
the country. Additionally, the PESTLE analysis can also help the company in detecting the
problems that might arise, beforehand. It may also be noted that the company’s educational
sector needs to be analyzed that would give an insight into the marketing condition of the things
that the company manufactures. Other than that, the company also needs to integrate a
reasonable pricing for its commodities initially along with a solid marketing strategy to capture
the market. The competitors’ market should also be analyzed that would provide the company to
get an edge over others. Therefore, it can be concluded that Horizon Limited Inc. should explore
more potentialities that would help it to extend its service in a foreign land complying the
demands of the country.

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References
Rees, G. and Smith, P. eds., 2017. Strategic human resource management: An international
perspective. Sage.
Kang, H. and Shen, J., 2016. International performance appraisal practices and approaches of
South Korean MNEs in China. The International Journal of Human Resource
Management, 27(3), pp.291-310.
Reiche, B.S., Harzing, A.W. and Tenzer, H. eds., 2018. International Human Resource
Management. SAGE Publications Limited.
Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and cases in
international human resource management. Taylor & Francis.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management:
Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Sheldon, P. and Sanders, K., 2016. Contextualizing HRM in China: differences within the
country.
Campbell, A., 2018. Strategic human resource management in China: a multiple perspective.
Jackson, K., 2019. Book review: Routledge Handbook of Human Resource Management in Asia.

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Appendix
Cultural International staffing
The social setting of China is not
multicultural and therefore appropriate steps
need to be taken by Horizon Limited Inc. to
embrace the cultural implications.
The ethnocentric staffing would be the best
option for the human resource management
while recruiting.
Organizational structure International performance management
The structure that the company needs to
follow is the divisional type which can be the
best for managing the company efficiently.
There should be an appropriate management
system which can effectively manage the
performance of the company.