Analysis of International HRM at CQ University (HRM503)

This essay analyzes the external operating environment of a Higher Education Sector, specifically CQ University, and its potential impacts on Human Resource Management functions. The paper utilizes Jackson and Schuler's (1995) Human Resource Management model to examine factors within the external environment and their influence on HRM. The essay provides a profile of CQ University, including its mission and vision, and describes various HRM functions such as planning, resourcing and retention, recruitment and selection, training and development, remuneration and rewards, and employee relations. The impact of each external environmental factor on these HRM functions within CQ University is discussed. The analysis covers factors such as socio-cultural, political, and economic influences, and how they affect the university's operations and employee behavior. The essay highlights the importance of adapting HRM strategies to meet the challenges and opportunities presented by the external environment, with a focus on maintaining standards, motivating students and staff, and fostering a positive learning environment.

Running head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author Note

1INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Introduction
The main objective of this paper will be to analyse the external operating environment of
a Higher Education Sector along with discussing potential impacts on the Human Resource
Management functions of a Higher Education. CQ University from Central Queensland has been
selected as the Higher Education service provider organization. Jackson and Schuler (1995)
Human Resource Management model will be used to analyse the external environment of the
selected Higher Education Sector. The factors of the environment and their potential impact on
the Human Resource Management functions of this University will be identified and discussed in
this paper. A brief description of the selected University will be given along with the profile of
them, which will include the mission and vision followed by this University.
The factors related to external environmental that are presented in Jackson and Schuler’s (1995)
Human Resource Management model will be described, and will be used to analyse the factors
of the external operating environment of the CQ University.
Different functions of Human Resource will also be described, which will include planning,
resourcing and retention, recruitment and selection, training and development, remuneration and
rewards and employee relations. The impact of each external environmental factor on the Human
Resource functions of this University will be discussed as well in this paper, and a brief
conclusion will include the summary of all the major learnings of this paper.
About the University
Profile
Transitioned into one of the largest universities within less than three decades, the CQ
University Australia has multiple campuses scattered across the nation, such as in Melbourne,

2INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Adelaide and Brisbane (cqu.edu.au 2020). Each of the campuses is well equipped with the latest
facilities, has its own characteristic features, accommodation choices, support services as well as
proximity to exemplary locations. These factors make this university a perfect hub where pupils
can not only gain an internationally acclaimed recognition but also be able to explore the
country. The university offers more than 300 courses in undergraduate and post graduate as well
as vocational training on subjects like arts, business, accounting, engineering, allied health,
nursing and many more. CQ University also offers an extensive range of innovative and
advanced 100 percent online courses for students who can access it from any part of the world.
The learning and teaching framework of this university supports and improves the quality
learning and teaching. A special network named Learning and Teaching Services (LTS), is made
available for the staff which offers resources for assuring that the staff are updated about the
latest training and information. The courses are continuously developed along with industry and
daily reviewed so that they are upgraded in a way to meet national and global standards. The
courses are also embedded with work-integrated learning. Several programs are accredited
professionally as well (cqu.edu.au 2020).
Mission
The mission of the university is to offer the best quality research and education,
engagement with their community and at the same time providing innovative solutions for
economic and social challenges (cqu.edu.au 2020).
Vision
On the other hand, the university’s vision is to be accepted by stakeholders and get the
acclamation of their efforts in order to improve the economic and social environments through a
process of research and education (cqu.edu.au 2020).

3INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Jackson and Schuler’s HRM Model
All the aspects of HRM gets affected by the legal and regulatory environment. In this
procedure of attending to the legal environment, a response is also given by the field to the
political and social environments. This also gives rise to as well as shape the interpretation,
enforcement and promulgation acts of the government. Additional political and social realities
are encountered by international corporations (Noe et al 2015). For instance, in some nations, a
legal context for human resource management is defined jointly by the religious laws and civil
laws that coexist. Resources dependence theory and institutional theory turn out to be essential
guides for the research process on how the social, political and legal environments affect HRM.
The impact of external factors can be termed as matching of the abilities related with human
resource to the operational and strategic needs of the business houses (Jackson and Schuler
1995).
It can be stated that these external factors of human resource management model affects
the motivational factor as well as the behaviors of the employees who are working on their
respective business houses. The expected role behavior of the employees can be evaluated
through different human resource plans and policies that are designed and implemented by the
respective human resource department of the companies. Jackson and Schuler stated in their
model that there are three strategic orientations, which are quality enhancement strategy,
innovation strategy and cost reduction strategy (Jackson 2013). Alterations in the political,
economic, socio-cultural, technological, legal and environmental factors can possess an impact
on the working conditions as well as the behaviors of the employees. All these factors are related

4INTERNATIONAL HUMAN RESOURCE MANAGEMENT
with each other, and affects both positively and negatively the daily business operations of the
organizations (Ali et al 2015).
Analysing the External Operating Factors of CQ University
CQ University, as discussed, provides a number of courses to various students who come
from different parts of the world. It can be stated that the attitude of these students can be
changed by providing proper and effective training or grooming methods to nurture the in-built
skills and abilities that are possessed by these students along with the professors and other
employees who are associated with this university. This will help to improve the individual
performance level of the students, which will automatically enhance the level of education
provided by this University. If the motivation of the students can be upgraded by providing them
efficient study and relaxation routine. This will help to increase the attention level of the students
to their studies and will enhance their skills to perform better (Jayakumar and Sulthan 2014).
It can be noted in this context that education sector is one of the most competitive sector,
and it is not easy to maintain the same standard that is followed by the people associated with
this University. If the students along with their guardians find that CQ University maintains a
standard of providing education along with looking after the betterment of each of the student
who are studying there, then more number of students will be tempted to pursue the courses that
are provided by this University. More innovative ways of providing education need to be
performed by the professors and lecturers of this University, so that the students will feel
motivated to learn new things and will be able to fetch more marks and percentages to secure a
better future for themselves (Boselie and Brewster 2013).

5INTERNATIONAL HUMAN RESOURCE MANAGEMENT
The socio-cultural factors related to the surroundings of this University also plays a major
role in the learning environment of the students. Social mixing of the students of this University
play a major role in maintaining the harmony of the students, as proper environment is very
much important in the learning environment of a University like CQ University. Balance need to
be maintained by all the people who are associated with this education institute. The political
stability of the Government of Queensland along with the Government of Australia also plays a
vital important factor in providing education to the students who come here from across the
globe to study different kind of courses that are provided by the management of this CQ
University (Anca-Ioana 2013).
Different Functions of Human Resource
Planning, Resourcing and Retention
Planning is the first and foremost role that helps to identify the present as well as future
human resources of a particular entity. These resources help these entities to accomplish the
goals. In other words, it can be stated that they are a continuous process that includes systematic
processes of achieving the optimum use of the most valuable asset of an entity, which is quality
employees. The best fitting of these employees and the respective job they are doing in their
respective department and business sector. Increase in the numbers of ageing population in most
of the western countries as well as increase in demand for qualified and experienced workers in
the developing economies like India are part of the effective strategic human resource planning.
Thus, it can be said that planning helps to assure that employees are employed with right quality
and right attitude so as to achieve the organizational goals (Prashanthi 2013).
On the other hand, resourcing can be termed as matching of the abilities related with
human resource to the operational and strategic needs of the business houses. Planning along

6INTERNATIONAL HUMAN RESOURCE MANAGEMENT
with recruitment and selection, performance management, team deployment and human resource
administration. In other words, it can be stated that it is the strategic process through which the
people or the resources are identified and necessary work are given them to perform. It can be
noted from this context that resourcing possess two importance, which are achieving the right
behavioural mixture of commitment and attitude in the organizational culture possessed by the
business houses and reduce the costs incurred on the employees and increasing the value of the
employees to the organization (Sharma et al 2015).
Retention, on the other hand, is the process or system through which the employees are
motivated to stay in their present organization for the maximum possible amount of time or till
the completion of a particular project. Retention plays an integral part in the strategic human
resource management as well as planning efforts (Kigo and Gachunga 2016). More the retention
of the employees will be enjoyed by a business house, more will be the chance of gaining the
competitiveness in the market place where the firm is performing. Strategic performance of the
organization increases if more employees are retained by the management of these business
entities, and it is important to have a healthy percentage of annual retention by an organization in
this highly global competitive market place (Colvin et al 2016).
Recruitment and Selection
Recruitment and selection, which is one of the important aspects of human resource
planning can be termed as an important operation in strategic human resource management of an
organization, which is designed to increase the overall strength of the employees in order to
achieve the strategic aims and objectives of the organizations. Recruitment and selection also
plays an integral part in development of a company in their respective business sector (Pollard et
al 2015). It can be stated as the process of identification of the need or requirement of a

7INTERNATIONAL HUMAN RESOURCE MANAGEMENT
particular kind of job, defining properly and efficiently all the requirements that are needed for
the vacant position along with the employer details, advertising the vacant or required position in
different channels and various methods and selecting the most appropriate candidate for that
position. In other words, it can be said that it is a process of sourcing, screening, shortlisting
and selecting the right candidates for the vacant or required positions within an organization
(Derous and De Fruyt 2016).
The process of recruitment helps in formation of a pool of interested and worthy job
applicants, who possess the ability to fit into the position of the vacant or required positions in
the companies. Some of the candidates from the above pool are selected for the further selection
procedure. The right selection of the candidates will help the companies to proceed further with
the work that will be allocated to them. The requirements of the business houses need to match
with the qualifications of the candidates, so that it will help to maintain the flow of the business
operations that are performed by these business entities. Selection of candidates start when the
recruitment process ends. It can be said that the scope of recruitment and selection is huge which
involves lots of operations and ways. It forms the base of working by the companies in this
global business world, as it can be said that ethical and efficient recruitment and selection
process will help to possess a healthy number of workforce who with their ability and skills can
help to gain the competitiveness through the work which they will be doing (Bhoganadam and
Rao 2014).
Training and Development
Training and development is the system of sharpening the inner skills and abilities that
help to improve the present situation of the employees working in an organization. The
performances of the workers are sharpened by using these methods of management engaged with

8INTERNATIONAL HUMAN RESOURCE MANAGEMENT
human resources, where the ability of the workers are enhanced through the learning procedure
that is provided through this training method (Elnaga and Imran 2013). The attitude of the
employees are changed by providing proper and effective training methods to the employees and
nurturing the in-built skills and abilities of the employees that will help to improve the individual
performance level of those employees along with improving the overall productivity of that
organization (Milhem, Abushamsieh and Pérez Aróstegui 2014). The performances of the
employees can be improved through this system and the areas where the employees are facing
problems can also be identified and proper and efficient training can be designed and provided to
them to improve their individual performances along with the performance of the company
where they are working (Frost 2016).
Remuneration and Rewards
Reward can be defined as the benefit and accomplishment received by the employees for
giving their best performance in their workplace. A certain reward is expected by almost every
employee while joining an organization. The reward system must be allied with the mission,
vision, goals and objectives of the business entities. Employees can be motivated by both
monetary and non-monetary rewards based on the job profile, which will also contribute more to
the company. Some people expect a hike in wages or salary, incentives, monetary allowances,
cash bonuses, movie tickets, gift coupons, vacation trips etc. which are known as an economic
reward, while some look for special facilities such as health, transportation, accommodation,
safety, letters, appreciation letters, club memberships and other advantages. Therefore, in other
words, reward may be termed as the economic as well as non-economic profits offered by an
organization for the job performances of their employees irrespective of their expectations Benati
and Coccia 2018).

9INTERNATIONAL HUMAN RESOURCE MANAGEMENT
To conduct an effective reward management the company must organize a proper and
planned reward system. The employees must feel empowered and motivated by a transparent and
attractive reward system. A long-term financial management can be also planned with reward
management system. On the other hand, there are certain guidelines and rules of an organization
which must be abided by the employees in order to attain the desired goals and objectives.
Employee remuneration is a vital factor in a business house and the section of management
related to human resource which help the management to look after the well-being of the
diversity and overall well-being of the employees. Remuneration can be termed as what an
employee receives in exchange for their work. Remuneration may include pay and benefits or
just cash payments. It has been considered as one of the most vital HRM functions which helps
to boost the key culture and values of an organization, which in turns facilitate towards the
achievement of strategic business objectives. Thus, the compensation of workers is an effective
and efficient tool to motivate them and achieve a greater level of work performance. It also
enhances the overall effectiveness of the organization. The various types of remuneration are
time rate method, organizational incentives, piece rate method, employee stock ownership plans
etc. (Cao, Chen. and Song 2013).
Employee Relations
A certain bond of relationship is shared by an individual with his workmates at the
workplace. The relationship can be warm or professional and between anyone in the organization
from different designations. It is very essential for the employees to share a healthy relationship
among each other so that they can produce their best performances. Conflicts and
misunderstandings between colleagues or any two people at the workplace can only lead to
tensions and reduce the overall productivity. An individual, at times, needs the help and

10INTERNATIONAL HUMAN RESOURCE MANAGEMENT
cooperation of his fellow workers to deliver his best. Employee relationship is comprised of four
pillars namely open communication, recognition, constant feedback and investment in
employees. In any kind of relationship, communication plays a vital role. Employees must feel
comfortable enough to share their problems as well as thoughts in a safe environment and the
employer us expected to be transparent as far as possible about their demands. Simple gestures of
gratitude and appreciation can be good enough to motivate an employee. It reinforces their work
which in turn increases the overall productivity of the organization. Another great method of
showcasing recognition is by praising publicly while the rest of the team also gets inspired at the
same time. The third pillar is offering constant or frequent feedbacks to the employees for their
praised work. Constructive criticism on the fields of improvement helps to nurture a positive and
healthy relationship among the team members. The last but most important factor is to show your
employees that your care is genuine. An individual will be more productive with his work only
when he is happy in his personal life. An employer must express that an employee’s fulfilment is
essential to him to boost their respect and keep them engaged. The employer can show care with
offering several types of rewards, recognitions and remuneration (Bajaj, Sinha and Tiwari 2013).
Impact of External Factor on HR Functions of CQ University
The impact of external factors that has been discussed earlier in this paper affects the
classes and other operations of the CQ University a lot. All the factors that has been discussed in
this paper impacts the educational environment of thus University. In other words, it can be said
that it is the strategic process through which the resources in the form of students are identified
and necessary course are provided to them according to their past educational background and
other criteria. It can be noted from this context that resourcing possess two importance, which
are obtaining the correct behavioural mix of commitment and attitude in the workforce and

11INTERNATIONAL HUMAN RESOURCE MANAGEMENT
minimizing employee costs and maximizing employee value to the organization (Loshali and
Krishnan 2013).
The abilities of the students need to match with the operational and strategic needs of the
University, so that a socio-cultural harmony can be maintained in the surroundings where the
University is situated (Altarawneh 2016). The students are recruited according to the
qualification that they possess along with other criteria like extra-curricular activities, so that a
pool can be created among the students from worldwide and selection can be made according to
the terms and conditions followed by this University (Bailey et al 2018).
Proper planning is essential in this case and the students who will fetch good marks can
be retained to pursue higher course from this CQ University only, which will help to maintain
the competitiveness against other Universities that are present within the region of Australia
where they possess multiple campuses. This will also help to maintain a healthy relationship
among the students, professors, lecturers and other people who are associated with all the
campuses of this CQ University. Proper guidance in the form of training and development
classes is also very essential to groom a student, which will help to make the career of that
student better and help him or her to succeed in their further educational as well as the
professional life. Thus, it can be said that all the external factors of Jackson and Schuler’s (1995)
Human Resource Management model possess an along with all the factors related to human
resource management possess an impact on the overall educational business that is performed by
the management of CQ University throughout the region of Australia.

12INTERNATIONAL HUMAN RESOURCE MANAGEMENT

13INTERNATIONAL HUMAN RESOURCE MANAGEMENT
References
Ali, M., Shen Lei, D., Rehman, A.U. and Anjum, A., 2015. Relationship of Strategic Human
Resource Management Practices with Organization Performance and Employee Relation Climate
Relationship of Strategic Human Resource Management Practices with Organization
Performance and Employee Relation Climate.
Altarawneh, I.I., 2016. Strategic human resources management and its impact on performance:
the case from Saudi Arabia. International Journal of Business Management & Economic
Research, 7(1).
Anca-Ioana, M., 2013. New approaches of the concepts of human resources, human resource
management and strategic human resource management. Annals of the University of Oradea,
Economic Science Series, 22(1), pp.1520-1525.
Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource
management. Oxford University Press.
Bajaj, R., Sinha, S. and Tiwari, V., 2013. Crucial Factors of Human Resource Management for
Good Employee Relations: A Case Study. Int J Mining Metallurgy Mech Eng, 1(2), pp.90-92.
Benati, I. and Coccia, M., 2018. Rewards in bureaucracy and politics. Global Encyclopedia of
Public Administration, Public Policy, and Governance, pp.3417-1.
Bhoganadam, S.D. and Rao, D.S., 2014. A study on recruitment and selection process of Sai
Global Yarntex (India) private limited. International Journal of Management Research and
Reviews, 4(10), p.996.
Boselie, P. and Brewster, C., 2013. At the crossroads at midnight: Strategic human resource
management now. JOHN H. DUNNING CENTRE FOR INTERNATIONAL BUSINESS (ed.)
Discussion Paper Series.

14INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Cao, Z., Chen, J. and Song, Y., 2013. Does Total Rewards Reduce the Core Employees'
Turnover Intention?. International Journal of Business and Management, 8(20), p.62.
Colvin, C., Rogers, T., Wade, A., Dawson, S., Gasevic, D., Buckingham Shum, S., Nelson, K.,
Alexander, S., Lockyer, L., Kennedy, G. and Corrin, L., 2016. Student retention and learning
analytics: A snapshot of Australian practices and a framework for advancement.
Cqu.edu.au. 2020. Cquniversity. [online] Available at: <https://www.cqu.edu.au/> [Accessed 7
April 2020].
Derous, E. and De Fruyt, F., 2016. Developments in recruitment and selection
research. International Journal of Selection and Assessment, 24(1), pp.1-3.
Elnaga, A. and Imran, A., 2013. The effect of training on employee performance. European
journal of Business and Management, 5(4), pp.137-147.
Frost, S., 2016. The importance of training & development in the workplace. Small Business,
http://smallbusiness. chron. com/importance-trainingdevelopment-workplace-10321. html.
Jackson, S.E. and Schuler, R.S., 1995. Understanding human resource management in the
context of organizations and their environments. Annual review of psychology, 46(1), pp.237-
264.
Jackson, S.E., 2013. Behavioral perspective of strategic human resource
management. Encyclopedia of management theory, 1, pp.66-72.
Jayakumar, G.D.S. and Sulthan, A., 2014. Modelling: Employee perception on training and
development. SCMS Journal of Indian Management, 11(2), p.57.
Kigo, S.K. and Gachunga, H., 2016. Effect of talent management strategies on employee
retention in the insurance industry. Strategic Journal of Business and Change Management, 3(2),
pp.977-1004.

15INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Loshali, S. and Krishnan, V.R., 2013. Strategic human resource management and firm
performance: Mediating role of transformational leadership. Journal of Strategic Human
Resource Management, 2(1), p.9.
Milhem, W., Abushamsieh, K. and Pérez Aróstegui, M.N., 2014. Training Strategies, Theories
and Types. Journal of Accounting, Business & Management, 21(1).
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2015. Human resource
management. Gaining a Competitive.
Pollard, E., Hirsh, W., Williams, M., Buzzeo, J., Marvell, R., Tassinari, A., Bertram, C.,
Fletcher, L., Artess, J., Redman, J. and Ball, C., 2015. Understanding employers’ graduate
recruitment and selection practices: main report.
Prashanthi, K., 2013. Human resource planning-An analytical study. International journal of
business and management invention, 2(1), pp.63-68.
Sharma, S., Sharma, P., Tiwari, A.K. and Selaqui, D., 2015. Talent Retention Management in
Corporate Sectors”. American International Journal of Research in Humanities, Arts and Social
Sciences, 10(3), pp.254-257.