Assignment 1: Culture
Due Week 2 and worth 200 points
Imagine you work for a company that has recently merged with an overseas company. Write a brief introduction to your company as well as the company that was purchased. Then develop an eight to ten (8-10) point checklist detailing what steps you would take as the HR manager to help unify the culture of both companies.
Create two (2) company introductions and develop an eight to ten (8-10) point checklist in which you:
Give a succinct overview of your fictitious company.
Give a succinct overview of the fictitious company merged with.
Develop an eight to ten (8-10) point checklist of steps you would take to unify company culture.
Explain your rationale for choosing each of the steps in your checklist.
Format your assignment according to the following formatting requirements:
a. Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
b. Include a cover page containing the title of the assignment, your name, your professor’s name, the course title, and the date.
The specific course learning outcomes associated with this assignment are:
Determine the nature of globalization, cultures, and labor markets, and assess the impact on human Capital management (HRM).
Use technology and information resources to research issues in global HRM.
Write clearly and concisely about global HRM using proper writing mechanics.
HRM in an MNE
Domestic and International HRM
“The challenge of many multinationals is to create a system that operates effectively in multiple countries by exploiting local difference and interdependencies and at the same time sustaining global consistency.” (Dowling/Festing/Engle, 2013) From the text in the book I believe the differences between domestic and international HRM would be the different countries, where more people are being are sent out of their own countries and work in another country. Many firms underestimate the complexities and problems involved in international businesses, and do not pay enough attention on them It is no surprise when the firms fail in the international businesses, and do not pay enough attention on them. It is no surprise when the firms fail in the international businesses. Evidences arena are usually relative to poor human resources management (Dowling/ Festing/Engle, 2008) Furthermore HRM in an international environment is even more complex than domestic human resources management. Therefore, if the fims want to succeed in the international arena, they should not only have a good domestic human resources management scope, but also have a good international human resources management. In order to have a good international human resource management, they can just copy domestic human resource management and know the differences of the two.
Standardization of HRM
The factors that drive standardization of human resource management are;
• Pursues a multinational or transnational corporate strategy,
• Supported by a corresponding organizational structure; that is reinforced by a shared world wide corporate culture. (Dowling/Festing/Engle, 2013)
The cultural environment is key to fostering collaboration. “Members of a group or society who share a distinct way of life will tend to have common values attitude and behaviors that are transmitted over time in gradual, yet dynamic process there is evidence that culture has an important impact on work and HRM practices.” (Dowling/Festing/Engle, 2013) In any organization it is important to encourage the heart by recognizing contributions and enlisting others, so that they can appeal to common ideals. Organization need to find what really drives performance in most cases it is not metrics. It’s passion plus pride which equals performance. Therefore, using a specific training system and recruitment process that has worked in one country and adapting it to another to meet the needs of the culture equals success within an organization.
“The Subsidiary role specifies the position of a particular unit in relation to the rest of the organization and defines what is expected of it in terms of contribution to the efficiency of the whole multinational enterprise (MNE).” (Dowling/Festing/Engle, 2013)
“The global innovators provides significant knowledge for other units and have gained importance as MNEs move towards the transnational model.” (Dowling/Festing/Engle, 2013) An example of the global innovator would be “Apple” in the telecommunication and equipment organization, AT&T would be another. These companies add new jobs and they secure gloal patent protection for their intellectual property, continue to push the envelope with new technologies. These are the companies that are driving growth, creating jobs and mentioned before and pioneer new products and services constantly.
When a company is ready to expand from local to global a company must have a strategy to increase sales this should take place by acquiring a bigger location, different pricing to fit the culture, new and improved marketing techniques. The company must have cost outlays of moving the product into new demographics; have a plan to duplicate the first business, be a good teacher, be able to prepare training manuals and be prepared to travel. To continue on the expansion of the company the organization also needs to create a strategic alliance a merger to increase intellectual capital and delivers operational efficiencies.
“The factors driving localization include the cultural and institutional environment and features of the local entity itself.” (Dowling/Festing/Engle, 2013)
Impact of the Culture and Institutional Context (environment) on :
• Recruitment and selection- selection of the most appropriate person for the job. Trained staff is required and must have knowledge of discrimination laws and guidelines. These guidelines will help implement a consistent method of recruitment and encourage application from the widest possible selection of people.
• Training and development – In an business/organizational environment it is vital to have training, coaching, mentoring, training and learning designed to develop people. So that they may perform well, get promoted, and even achieve fame and fortune. “Training” is required to cover essential work-related skills, techniques and knowledge. Furthermore, this will allow people to triumph against overwhelming odds, take initiative and become comfortable with the business. Staff tends to embrace challenges presented by the industries or new demands of the marketplace and commit themselves to creating exciting new possibilities that make a meaningful difference.
• Compensations – Is an important part of the business planning and management process if you hope to hire or keep top employees. Planning compensations is a “broad-base rewards programs as well as assessment for the originations.” (Scott, 2013) This help companies/organization give recognition/acknowledging good results and reinforcing positive performance. It’s about shaping en environment in which everyone’s contribution are noticed and appreciated. In high performing organizations, people reported being at their personal best while working for organization that offered quality compensation programs.
• Task distribution – Is also an import role to have in an organization in order to have structure and a way to distribute tasks and roles in a equivalent way, by taking into account both external demands and internal demands. In an organization the task distribution helps identify expectation of employee obligations. Employees are able to positively respond to the expectation laid out to them if presented in the beginning phase of the hiring process. I also believe being clear about what’s expected of them , and what you’re trying to accomplish, is essential to helping people stay the course, especially when the going gets tough.
All these systematic approaches form the “best practice guidelines” for developing selection criteria, advertising, application forms, testing, interviewing, and making a decision for recruiting and selecting the most appropriate person for the job.
(2013). Transforming the Role of Money in the New Econonomy: Removing Pay as the Star of the Show. WoldatWork Journal, 22(4), 3.
Peter, D., Marion, F., & Allen, E. (2013). The Organizational Context. International Human Resources Management (p. 46). United states of America: Cengae Learning .
Hu, C. (2010, April 14). Multi-granualrity business process descriptions and intelligent task distribuation. IEEE Xplore, p. 2.
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