International HRM Report: Corporate, Business & Operational Levels

This report delves into the realm of International Human Resource Management (IHRM), exploring its practices at corporate, business, and operational levels. Using Tesco, a British retail giant, as a case study, the report examines the integration of HRM with overall business strategies, the evalua...Read More

INTERNATIONAL
HRM

Table of Contents
TASK...............................................................................................................................................4
International human resource management at corporate, business & operational levels.......4
Evaluation of organisations culture, structure in domestic & global settings and strategies of
organisational performance....................................................................................................6
Integration of business & HR process....................................................................................7
Strategic management of cultural & diverse differences in a workforce...............................9
CONCLUSION..............................................................................................................................13
REFERNCE...................................................................................................................................14

INTRODUCTION
Human resource practises are very helpful in evaluation of various human resource
practises on both domestic and international context. It helps employees in becoming more
effective and contributing towards achievement of overall organisations objectives. Overall
objectives. In present report there is discussion of various objectives and how human resource
practises are managed at business, corporate and operational levels (Brattonand Gold, 2017).
Present report is based on Tesco a British retail store having headquarters in England, UK. There
is discussion on various practices of human resource department at international level in
organization across globe. Human resource department is the most important department and all
its function must be highly coordinated with business objectives. In the report there is,
Evaluation of structure and culture in organisation, integration of business process. Further, there
is strategic management of diverse and cultural differences of organisations.
TASK
International human resource management at corporate, business & operational levels
International human resource management has both static and functional resemblance to
human resource management. It is performing same set of activities such as recruitment,
compensation, training, career engagement etc. strategic HRM is closely linked with overall
business strategies of organisation.
Nature of International HRM:
International human resource management consist of functions such as hiring of
employees, management of employee performance, training of employees, maintaining
employee relations and compensation policies. All this is related with employees affecting
internal functioning of a organisation.
Human resource practises are different at international level as it is concern with how business
organisation is managing at global level.
HRM is described as a term for understanding of human resources of a organisation at
corporate level. Human resource is the most important assta of every organisation (DeCenzo,
Robbins,and Verhulst,2016). It consists of various activities that have to be undertaken by

organisation for ensuring effective utilisation of available workforce. Human resource
department is basically divided in three major areas such as individual, organisational & career.
Individual practises are related with helping employees by identification of their
weakness & strengths. Correction of short comings and maximization of contribution towards
organisation.
Organisational development is focussing on a successful system that is maximizing on
use of less human resources in best optimum manner. Duties have to be performed in such a way
that there is timely performance review, training sessions, and Career management in
organisation.
Third is career development, every employee is willing to achieve individual growth in a
organisation apart from perks and allowances provided by organisation. That can be fulfilled by
matching of individual competence with various job vacancies in a organisation.
Human resource management at operational level on organization
Various activities involved at international human resource management at operational
level are discussed below:
Operational human resource management and strategic human resource department are two
major sides of a organization essential for its functioning (Stewart and Brown, 2019). It helps in
human resource department in effective management of overall employees in organization.
Predicting: It is a function concern with daily operation of business. Human resource
department is concern with functions such as predicting outcomes of employees and ensuring
that organization is having a competent workforce according to requirement of different
functional areas (Guest, 2017). In case of Tesco, human resource managers have the
responsibility to make sure that most qualified and skilled staff members are hired for different
operations in the organization. These are two different fundamental components that help in
leading of a business towards achievement of laid objectives.
Evaluation of current economy: Human resource departments is very helpful in
evaluating overall state of economy of a country and the according t that further policies are
framed in the organization. There is a review of technical expertise of present workforce with
relation to strategic human resource managers and further recommendations are made so that
employees evaluation is done’ (Morgeson, Brannick and Levine, 2019. Further strategic

restructuring process is also done for exploring of various areas such as collaborating with a
similar organization etc.
Human resource personnel has to work strategically especially in case of international
transactions or while working globally. HR departments have to provide timely training to their
staff member so that they can make contribution towards increasing technical expertise of preset
workforce by adoption of creative strategies. HR managers cam make significant attempt to
evaluate employees in detail and then make further recommendations on how their overall
potential can be increase (Wilton, 2016). There are also different options available related to
strategic restricting where there can be evaluation of plans and strategies in detail.
Evaluation of organisations culture, structure in domestic & global settings and strategies of
organisational performance
Organisational culture is a system that consists of shared values, beliefs and values. It has
a strong impact on overall organisation and people working in the organisation. Managing of
international business is related with handling of organisations overall cultural differences.
Leaders are part of every organisation in culture of organisation. There are different types
of workplace cultures prevailing in a workplace as discussed below:
Person culture & market culture: Members in every organisation are conducting
business treating employees and customers in wider organisational context. Person culture is a
type of culture that consists of horizontal structures (Delery and Roumpi, 2017). In such
structures each individual employee is given more importance than organisation. It may be
difficult for such organisation to manage such horizontal structures as more focus is on
competition and getting things done.
Adaptive culture & Adhocracy culture: In this type of culture there is freedom of
decision making that is given to employees related to development of new ideas & expression
that are vital part of adaptive culture. In this action oriented approach is generally followed in the
organisation. On other hand, Adhocracy culture is entrepreneurial and dynamic that is focussing
on innovation and risk taking (Brewster, 201).

Power culture, Role culture & hierarchy culture: Power culture is one in which leader is
making quick decision and is controlling overall strategy. This is a type of culture that requires
strong defence. Role culture is related with overall functional structures in which individuals are
aware of their job and they report to their superiors. Hierarchy culture is similar to role culture as
they are also highly structured. Main focus is on stability, efficiency and getting things done in
right manner.
Task culture and clan culture: In this type of culture employees are having collective
objectives to solve various problems. It is a type of matrix structure where there is combination
of functional and divisional culture. In clan culture there is focus done on mentoring and
nurturing of functions together.
In Tesco, Person culture is adopted by management that is helping employees in having a
separate image apart from employees of the organisation. Human resource department is
providing adequate importance to employees and helping them in overall development that can
help in creation of growth opportunities (Brewster, Mayrhofer and Morley, 2016). It is a key
aspect that has helps human resource department in retaining of employees for a longer duration
of time period and reduction of high cost associated with high employee turnover.
Apart from this there are cultural differences that are prevailing when organisations are
entering a different country. Diversity management in organisations are connected with positive
employee performance (Brewster, 2017). HR practises are helping in supporting workforce so
that diversity can be turned advantageous to organisations. There are certain ways that can be
used by Tesco in management of their overall diversity as discussed below:
 Providing training to employees from host country is very helpful in increasing
performance level of employees and helping them in dealing with cultural differences of
their colleagues.
 It is duty pf human resource department to develop a sense of cooperative spirit among
their workforce to make employees adjust in new and different culture. In Tesco, HR
managers posses responsibility to make employees comfortable in working atmosphere.
Also, it is ensure that such cultural and diverse nature of employees it is posing any
impact on their performance level.

Integration of business & HR process
Integration of human resources polices in a organisation with business planning is very
crucial in every organisation (Zhong, Wayne. and Liden, 2016). It helps in expertise & analysis
of proposed and present policies that is required for evaluation of proposed and present policies
of a organisation. This function is also very useful in development of solutions to various
operational business issues.
Contribution made by various human resource practises in gaining of a competitive
advantage:
Human resource practises play a very crucial role in every organisation. There are some
aspects of human resource practises that are very helpful in anticipation and meeting of changes
related with acquisition, deployment and meeting up of changing environmental needs related to
employees in a organization (Alipour, Sangari, . and Nazari-Shirkouhi, , 2019). There are certain
practises that can be implemented with respect to Human resource department in every
organisation for achievement of competitive advantage.
Determination of qualification for recruitment
Choosing most relevant selection techniques: It is the duty of human resource
department that have to locate key sources where most competent talent can be acquired in
organisation.
Development of training programmes: training programs are very helpful in enabling
employees to enhance their skills that are required for smooth performance of overall job roles
and responsibilities assigned in the course of business (Lai, Saridakis. and Johnstone, 2017).
human resource department in Tesco has the responsibility to hired competent candidates
accordance to job requirements but if in certain cases there is requirement of more training for
enhancement of overall skills then various training programs are developed. Such training
programs lead employees in enhancement of their overall skills and at same time such efforts
lead to employees helping organization to develop a competitive advantage in long run as
compared to other competitors.
Development of performance rating systems: rating scales are used in organization to
measure employees present level of performance. Such rating scales are very helpful for’
administration and human resource department in organization in order to develop an
understanding of difference between each employee (McClean and Collins, 2019). In Tesco this

function is helpful in determining how employees can improve their overall level of performance
if they are not performing according to employers expectations.
Determination of pay rates: Pay rates are determined by organization according to job
performed by employees. Employees must be satisfied with the pay provided by organization as
it helps in retaining of employees for longer duration of time. In case of Tesco overall pay rates
are determined by concerned authorities according to responsibilities assigned to employees. It is
also very helpful in increasing overall morale and motivation of employees.
Seting overall performance standards: Performance standards are very helpful in
determining levels that have to be reached by employees in their overall job performance. Such
standards are very helpful for both employees and organization in making a comparison with the
actual performance and pre determined standards. In Tesco, higher management sets such
performance standards for staff working at different levels and in different functional
departments. Further there are also policies made to provide rewards and recognition to
employees reaching such standards in specified time period (Sharma, 2019). It develops a
competitive nature of employees and leaders to providing maximum contribution in performing
assigned duties and responsibilities in most appropriate manner. Recognition and rewards are
great tool for motivating employees in increasing effectiveness in their performance level. It
helps organization in getting a competitive advantage as compared to other organizations in
maintaining employees satisfaction level.’
From above discussed points it can be said that there is integration of human resource
department and business process in every organization which helps them in achievement of a
competitive position in the external environment. Business functions and hr department must be
coordinated enough so that employees are managed in such a organization objectives can be
achieved simultaneously with employee satisfaction.
Strategic management of cultural & diverse differences in a workforce
Organisational culture is set of assumptions that are developed by group of people so that
they are able to handle various problems related with internal integration and external adoption.
It is essential to understand overall implication of culture in a organisation. Culture actually
provides unique and different identity to a organisation, its perspectives and overall standards
that are part of organisational culture (Paul,Roijakkers,and Mortara, , 2017). It further provides
direction to employees of how to work so that overall objectives are achieved. Usually

organisational culture is developed by top management in organisations. It is usually stable for a
specific period of time but is changed and developed according to demands in organisation.
There are basically three types of corporate culture in the international HRM as discussed below:
Innovative culture: This is a type of culture where there is active participation of
employees on a continuous basis so that various new and innovative ideas can be brought and
adopted in a organisation. Innovative culture there is a workplace that is full of challenges and
risks but human resource department here plays a major role in motivating their employees so’
that they are able to take initiatives for development of new and innovative ideas.
Bureaucratic culture: This is also a culture that is hierarchical in nature. Here, work is
organised and more systematic in this type of culture. Employees have to follow strict rule s&
regulation formed by top organisations or human resource managers. This type of culture is not
very attractive for people who are very creative or ambitious. Employees generally feel that they
need some sources of knowledge for new product development or innovation in exiting products.
This capability of employees is generally not utilised in such type of culture.
In Tesco, innovative culture is adopted by human resource department so that there is
continuous generation of new ideas in a business that can help this organisation in having a
differentiation advantage as compared to other competitive firms.
There are some essential tools that have to be used in tesco in their overall process of
global talent management and succession planning in their organisation. A particular process has
to be followed as discussed below:
Talent management starts with workforce planning:
Effective planning of workforce is a international strategic tools used for accessing of
talented individuals in a organisation that poses requires skills, abilities and knowledge required
for achievement of organisation objectives. In Tesco, adequate attempts are made to reduce
losses because of employees exiting a organisation. Here, workforce planning is based on use of
simpler tools & techniques leading of procedures in existing workforce.
Recruiting of employees in a effective manner:
In this step, recruitment is done by identification of employees attracting them and hiring
in organisation for accomplishment of various objectives (Doz, , 2020). It is accomplished with
help of interviewing candidates by considering a clear statement of mission. It helps in attracting

of those individuals who poses desire to become part of a organisation. In tesco, adequate
attempts are made attract competent individuals for having a talented workforce.
Strategic Plan & alignment of goals:
In this step, strategic plan is made that is related with alignment of goals for
maximization of organisations profitability. In Tesco, a clear strategic plan helps management in
clearly assessment of strengths and weakness of organisation. Such as if a new store is being
launched then a strategic plan will be prepared so that everyone is moving towards similar goal
for optimization of resources in case of newly launched outlet.
Executive coaching: In this step, a relationship is used for making various changes for
transformation of employees so that optimal results are obtained. It is used with concern to
initiation of change for individual & organisational benefits. In Tesco, executive coaching is
used by leaders in examining of various possibilities for acceptance of new changes.
Leadership development: It is a plan consists of various goal driven strategies for
enhancement of leadership attitudes & abilities in a organisation. Goal is related to development
of leaders for sharing of vision wit organisation and motivating employees at a workplace. In
Tesco, leadership development helps top management in accessing of future problems ad
implementation of various strategies so that any future damage can be avoided.
Recognition Programs: Such programs help an organisation in acknowledgement of
teams and individuals that are contributing towards organisation's overall success.
Diversity: It is very important to make employees aware of various diverse forces
present in a organisation. Diversity & inclusion are related with customers, suppliers & various
other external sources (Doz, , 2020). There are sometimes generational differences that are
related with creativity, problem solving and productivity of a organisation. In Tesco there are
tools of enhanced communication that are helping them in retention of employees and attracting
of top talent from various sources.
Engagement of employees: It involves encouragement of employees to be very
enthusiastic and increase involvement at workplace. It is concern with a system of open
communication so that employees can speak with freedom. In tesco efforts are made by human
resource department that they make employees realise that are very important part of teams and
as individual they are contributing toward organisations objectives.

Retention: this is the last step of of global talent management where it is necessary that
employees have to be retained for longer duration of time. It is very important to retain skilled
employees to attain a competitive advantage. In Tesco, employees are recruited, hired and
provide training so they can provide a competitive advantage to this organisation.
From above discussed points it can be said that for effective management of workforce in a
organization such aspects have to be taken into consideration by international human resource
departments.

CONCLUSION
From the above report it can be said that there has been discussion about various different
functions of human resource departments in organizations. It helps in developing learning about
the overall culture and structure in organizations that help in improvement on performance of
organisations as a whole. Various HR practises are also evaluated that are helping in strategic
management & timely achievement organisations laid objectives. Further, it can be said that
there are various tools of global management that are sued in organisations for management of’
diverse and cultural differences that are present in international organisation and can be a
hindrance of overall management and functioning of organisations if are not manages in a proper
way.

REFERNCE
Books & Journals
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
DeCenzo, D.A., Robbins, S.P. and Verhulst, S.L., 2016. Fundamentals of human resource
management. John Wiley & Sons.
Stewart, G.L. and Brown, K.G., 2019. Human resource management. John Wiley & Sons.
Guest, D.E., 2017. Human resource management and employee well‐being: Towards a new
analytic framework. Human Resource Management Journal, 27(1), pp.22-38.
Morgeson, F.P., Brannick, M.T. and Levine, E.L., 2019. Job and work analysis: Methods,
research, and applications for human resource management. Sage Publications.
Wilton, N., 2016. An introduction to human resource management. Sage.
Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital and
competitive advantage: is the field going in circles?. Human Resource Management
Journal, 27(1), pp.1-21.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35).
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Brewster, C., Mayrhofer, W. and Morley, M. eds., 2016. New challenges for European resource
management. Springer.
Brewster, C., 2017. Human resource practices in multinational companies. The Blackwell
Handbook of Cross‐Cultural Management, pp.126-141.
Zhong, L., Wayne, S.J. and Liden, R.C., 2016. Job engagement, perceived organizational
support, high‐performance human resource practices, and cultural value orientations: A
cross‐level investigation. Journal of Organizational Behavior, 37(6), pp.823-844.
Alipour, N., Sangari, M.S. and Nazari-Shirkouhi, S., 2019, January. Investigating Green Human
Resource Practices in the Healthcare Sector: A Joint Application of Balanced Scorecard
and SIR Method. In 2019 15th Iran International Industrial Engineering Conference
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Lai, Y., Saridakis, G. and Johnstone, S., 2017. Human resource practices, employee attitudes and
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McClean, E. and Collins, C.J., 2019. Expanding the concept of fit in strategic human resource
management: An examination of the relationship between human resource practices and
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Sharma, B., 2019. Review of human resource practices in hospitality and tourism. Tourism
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Paul, S., Roijakkers, N. and Mortara, L., 2017. How do human resource practices strengthen
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Doz, Y., 2020. Fostering strategic agility: How individual executives and human resource
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