International Human Resource Management

Section A:

1.Critical assessment of roles of Culture theory in adapting global HR policy for implementing in different national context:

As mentioned by Olson et al. (2018), culture plays important roles in bringing about potential changes as well as modifications in HR policies and practices. A multinational organisation needs to understand the culture of the host country in terms of running a successful business operation. When it comes to discussing the impact of global culture on organisational HR policies and practices, one important aspect needs to be mentioned in this context, the Culture Theory. The culture theory in organisation context focuses on explaining values, beliefs, perception, assumptions and idea that an organisation carries in terms of operating business in domestic as well as in the international business landscape. As mentioned by Scott-Jackson and Michie (2017), Culture Theory assists organisation to set global HR policies and practices by understand global cultural aspects. The evidence-based report has suggested that, while operating international business operation an organisation need to set HR policies and practices that will match with organisational culture in host country such as the attitude, preferences, behaviour, interest, perception and belief of people in the host country. Through implementing the concept of Culture Theory, the HR manager of an international organisation can easily understand the culture and beliefs in the host country can set such HR practices as well as HRM policies that would be relevant to the current cultural trend in the host country. In this context Olson et al. (2018) argued that, in international market, it is not all-time possible fir organisational leaders to implement the concept of Culture Theory in terms of setting HR policies based on cultural needs of host country. Many researchers on the global organisational culture have stated that sometimes organisation takes ethnocentric cultural policies in terms setting proper HR practices in host country, in which HR manager strictly follow the cultural trends of home country while operating business in foreign country to maintain uniqueness of the brand and product. On the contrary Al-Sarayrah et al. (2016) argued that ethnocentric cultural viewpoint adapted by the HR manager of an international organisation not always associated with maintaining uniqueness of brand and product but sometimes HR managers feel that the cultural trends in host country are inferior to that of home country, which compels to set HR policies and practices based on the culture of their home country in terms of maintaining the high standard if overall business operation. However, there are many criticisms are associated with ethnocentric cultural viewpoint, in which most of the researchers have argued that in today’s globalised a well as highly competitive business landscape organisation needs to understand and analyse the overall organisational culture in the host country to set relevant HR policies. In this context, Beauregard et al. (2018) mentioned that in the modern era, organisations need to use polycentric cultural model while setting HR policies in host country. This cultural model will assist the organisational leaders to use the Culture Theory effectively in terms of considering culture trend, belief, perception, attitudes and cultural values in host county while setting HR policies. For HRM dissertation help, this is the most comprehensive analysis and serves as the best resource.

While it comes to analyse the roles of Culture Theory in adapting suitable HR policies different national context, it needs to be stated that how an organisation can use this theory to perform various HR practice in different socio-cultural context. As mentioned by Al-Sarayrah et al. (2016), HR policies of an organisation are potentially influenced by socio-cultural aspects of the host country in which the organisation runs its operation. For example, in case of hiring and recruitment process, the HR manager of an organisation needs to analyse the social values, attitudes, beliefs and cultural trends in the host country which will assist the manager to set proper criteria for selecting suitable candidates who will be compatible to work in changing culture in host country. On the country, Beauregard et al. (2018) argued that sometimes culture does not impact on recruitment proves as some HR managers stick to hold uniqueness of selection and recruitment process of their organisation in term of maintaining transparency in the overall HR practices. Culture influence the training and development policy in an organisation while it runs its business in the host country, in which HR manager needs to analyse the cultural trends, beliefs and cultural needs of the host country to rain employees who belong to this country. In terms of conducting other HR practices such as performance appraisal, employee motivation, leadership style and performance enhancement of employee, the HR mange of an organisation needs to use the Culture Theory in terms of following as well as analysing the organisational culture of the host country to maintain proper business sustainability.

Section B:

4. Critically review the effectiveness of the training interventions typically offered by Organisations to prepare employees for international assignments. How can theoretical Frameworks help us to understand the limitations of preparatory training interventions?

Training and development are important for any organisation to improve the overall productivity as well as efficiency of the entire workforce. As mentioned by Noe and Kodwani (2018), while it comes to dealing with the international assignment, proper training, as well as professional development process, is important for workforces to not only enhance their ability to complete the international assignment successfully but also assist them to be aware of their strength as well as limitations in term of achieving organisational goals. In today's globalised and highly competitive business context, the organisation needs to make such a workforce that will be compatible to work in any socio-cultural environment. In this context, Gillespie and Reader (2016) argued that sometimes an organisation can't properly train staffs for international assignment as the organisational leaders are unable to gather proper information regarding the cultural trend, values, interest, perception and buying behaviour of community people in host country. It is evident from several researches that, success of training intervention and professional development program conducted by an organisation for its workforce in terms of assisting them to deal with these international assignments, the organisational leaders not only need to focus on improving organisational resources that are needed to conduct a healthy and fruitful training program but also the leaders need to focus on the cultural, financial, social and demographic trend in host country to train employees properly. While discussing the effectiveness of training intervention conducted by the organisation for their employee to assists them in grabbing success in international assignment Noe and Kodwani (2018) have mentioned in their articles that sometimes the training intervention is not aligned to the actual organisational objectives. By explaining the statement author also stated that, although the actual objectives behind conducting a training interferential are to develop the professional and personal skill as well as productivity of employee to assist them to cope up with any challenges in the international market, in most of the times the training intervention that is provided to the employee in practical life strictly associated with profit-making agendas and marketing advantages. In this context, Nachmias et al. (2019) argued that, although training intervention is associated with the professional development of workforces, its effectiveness can be measure only when the organisation can grab strong market success in the international market. On supporting this viewpoint many studies have mentioned that training intervention provided to employees needs to focus not only on enhancing productivity, professional and personal of staffs but also on assisting organisational staffs to learn smarty marketing strategies and business tactics that are associated with grabbing strong success in international business landscape.

Different theories can be discussed in terms of analysing the limitations associated with training intervention conducted by the organisation for its workforces to deal with international assignment. Theory of Reinforcement by Skinner has mentioned that the training and development program needs to be conducted based on organisational culture and needs, who will assist the organization to meet these needs and enhance the organisational productivity. As mentioned by using the concept of Theory of Reinforcement, organisation can reinforce the positive organisational behaviour, positive attitude and beliefs in employee that assist them to bring about innovative ideas and thoughts in workplace which assists the organisation to grab strong competitive advantages in international market. Based on the viewpoint Daniels et al. (2017) argued that the limitation and strength of training intervention in an organisation cannot be analysed only by measuring the positive reinforcement in its workforces, rather the organisational leaders need to analyse whether the training intervention is associated with improving the overall productivity of entire workforces as well as the entire organisation . In this context, another theory that can be used by organisation leads in terms of analysing eth limitation of the training intervention is Theory of Learning Type buy Gagne. This theory highlights the importance of development of intellectual skill through providing effective training and development process. As mentioned by Noe and Kodwani (2018) limitation of a training and development process can be evaluated by analysing whether the training intervention conducted by an organisation is successful in developing intellectual skill of employees. On the contrary, many studies have suggested that by analysing success of training intervention of an organisational it is not possible to determine its limitation, rather the organisational needs to analyse that whether training intervention would be able to meet the objective needs of the organisation

Section C:

9. Critically discuss the main issues that the IHRM professional might need to consider when designing global performance management schemes to ensure that they are applicable to all employees including expatriates.

When an organisation runs its business in international market, the organisational leaders need to focus on several issues that they can face in terms of adopting such IRHM policies that can equally apply to all the staffs including expatriates. As mentioned by Brandt et al. (2018) cultural issues are most common as well as major issues that the organisational leaders need to consider, while going for developing the IHRM policies in organisation. In this context the organisational needs to analyse the diverse culture in its workforces, which will assist organisational leaders to understand the difference among cultural values, perception and ideas that different staffs have in the workplace. As mentioned by Kelana et al. (2016) expatriates, as belonging to a different country always have culture and beliefs that are completely different from the culture of the organisation in which they work. Therefore, while it comes to set such IHRM policies that will be equally applicable to entire staffs in workforces including expatriates, the HR manager needs to consider the individual culture. On the contrary Brandt et al. (2018) argued that, in majority of cases, it is not possible for organisation to evaluate all cultures in workforce in terms of setting the IHRM policies as it can create a high level of confusion and complexity in the overall process of policymaking. As mentioned by Islam (2019), organisational leaders can set such IHRM policies in which all kind of culture and values are respected. On the other hand, another important issue that HR manager of an organisation can face while setting IHRM policy for a diverse workforce with expatriates is social differences. As mentioned by Conway and Monks (2017), society plays important riles developing particular behaviour, ideas, values and belief in human being. Therefore, people belonging to different society will have a completely different approach and perception. In the context, organisational leaders need to consider changes in social perception, values, and social beliefs in workforces while setting IHRM policies. They would ensure that the IHRM policies that are going to be set up by organisation will not interfere with the social perception, values and beliefs of any individual. In addition to this the organisation needs to assure that employees of other nation will be respected and valued while setting IHRM policies. As argued by Islam (2019), if organisational leaders begin to consider the individual culture and social perception in the workforces while setting IHRM policies, it can make the entire procedure complex. On the other hand, it is not at all possible for organisation leaders to set such policy that will be relevant to all types of a cultural and social trend. Therefore, there are high chances of conflict and miscommunication. Another important issues that organisational leaders can face in terms of setting IHRM policies are differences in behaviour and attitude of organisational staffs (Kelana et al. 2016). There are huge differences in behaviour and attitude of expatriates and other staffs in a workforce, which compels the organisational leaders as well as manager to consider these changes while setting the IHRM policies. As argued by Brandt et al. (2018), organisation can face severe difficulties in determining the behavioural and attitude differences in workplace which can interfere with the successful formation of IHRM policies and practices. Through analysing these behaviour changes and attitude, the organisation leaders can analyse the needs, beliefs, perception and values of individual staffs in workforces which assist the manager to set such IHRM policies that will be relevant to et needs of each staff.

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