International Human Resource Management Case Study of Tex-Mark: IHRM 4

This case study analyzes the international human resource management (IHRM) challenges faced by Tex-Mark. The primary issues identified include a lack of rigorous training for staff assigned to international roles, cost reduction pressures in HR, ineffective repatriation processes, and concerns regarding career growth and development opportunities. The solution proposes regular in-house training on international cultures and languages, meaningful idea-sharing sessions after repatriation, addressing employee job satisfaction through responsible and challenging tasks, and transparent organizational policies regarding promotions. The assignment also outlines strategies for a meeting to address these issues, emphasizing preparation, pre-meeting communication, clear and concise presentation, and attentive listening to attendees' concerns. The references include academic sources supporting the proposed solutions.

IHRM 1
INTERNATIONAL HUMAN RESOURCE MANAGEMENT:
A CASE STUDY OF TEX-MARK
By
Course Name/Code
Tutor/ professor
University Affiliation
Date

IHRM 2
Problems at Tex-Mark
The problems at hand in Tex-Mark are; first, lack of rigorous training of the staff who are
to be assigned international assignments. This involves both career training and propping of the
staff who are to undertake the international task. Ability to cope with the environment is a key
factor in improving productivity (Rosnaida 2019). Secondly, the reduction in human resource
management cost. The human resource vice president is working on reducing the cost of
managing human resource which contradicts with the idea of more rigorous training.
Third, repatriation problem. The current repatriation debriefing is not effective since they
focus more on providing direction and support rather than meaningful sharing of ideas and
insights. Fourth, career growth and development. Fred Banks is complaining that a research
position opportunity that was promised to him was granted to another person. Also, Banks is
unhappy since he has not been engaged in international tasks for quite some time. This proofs
that Tex-Mark is not fully utilizing the capacity of its human resource. It is also not providing
reliable career growth opportunities which are a motivating factor to employees (Shin and Jung
2019).
Alternative Solutions
In order to effectively address the problems above, Tex-Mark can use the following
alternative solutions; first, providing regular in-house training on international cultures and
languages to staff who hold positions which may require them to move to other countries in
future. This will ensure that the staff are properly prepared by the time their international
assignment arise and thus eliminate the culture barrier which may thwart them from performing

IHRM 3
effectively and efficiently (Deeter-Schmelz, Lauer, and Rudd 2019). It will also reduce the
overall cost of training. Secondly, engaging staff in a meaningful idea sharing session once they
are repatriated. This will help in improving the international business experience at Tex-Mark.
Third, Tex-Mark should consider satisfying the job satisfaction needs of employees. This
will motivate employees to work hard since they find meaning in the job that they do. They can
do so by, giving employees more responsible tasks, promoting employees, and giving employees
challenging tasks (Aydogdu and Asikgil 2011). Fourth, Tex-Mark should make its organizational
policies regarding promotions to be more transparent to all stakeholders.
Strategies on how to proceed in the forthcoming meeting
First, preparing for the meeting. This involves putting together the ideas to present in the
meeting and all the necessary supporting materials. This will ensure that all pressing problems
are tabled in the meeting (Conrad and Newberry 2012). Secondly, sharing the ideas before the
meeting commences. This involves communicating with people one-on-one. It will help in
gathering support on the ideas by preventing opposition as a result of surprise ideas.
Third, presenting the ideas in a very clear, concise, and convincing way. This will enable
those present in the meeting to get every point Cleary and to uncover the value in the ideas. It
will also limit the number of clarity related questions from the members present in the meeting
(Conrad and Newberry 2012). Fourth, listening carefully to issues or questions raised by
attendees in the meeting regarding the ideas. This will help in ensuring that the response given is
convincing enough to win the support of the concerned person.

IHRM 4
References
Aydogdu, S. and Asikgil, B., 2011. An empirical study of the relationship among job
satisfaction, organizational commitment, and turnover intention. International review of
management and marketing, 1(3), pp.43-53.
Conrad, D. and Newberry, R., 2012. Identification and instruction of important business
communication skills for graduate business education. Journal of Education for Business, 87(2),
pp.112-120.
Deeter-Schmelz, D.R., Lauer, T.P. and Rudd, J.M., 2019. Understanding cross-cultural sales
manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory
approach. Journal of Personal Selling & Sales Management, pp.1-18.
Rosnaida, R., 2019. The effect of work discipline, work environment and employee placement
on employee productivity at the population and civil registry service district batubara regency. In
the Multi-Disciplinary International Conference University of Asahan (No. 1).
Shin, I. and Jung, H., 2019. Differential roles of self-determined motivations in describing job
crafting behavior and organizational change commitment. Current Psychology, pp.1-10.