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Essay / Research Paper Abstract
This 4 page paper looks at some of the barriers or challenges that businesses may face when expanding internationally and how HRM strategies may be able to help with overcoming these barriers. The bibliography cites 5 sources.
Page Count:
4 pages (~225 words per page)
File: TS14_TEbarinter.rtf
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Unformatted sample text from the term paper:
in culture can lead to a wide range of issues. Firms need to be able to adapt to local customs and practice, in both the way that the recruit as
well as the way in which they sell their goods or services in another market. There may need to be a strategic determination of the approach that will be adopted
to the sales of the goods, dependent on where a standardised or customised (localised) has been chosen for the market. Issues will include practical issues, such as the need to
adapt to different languages as well as overcome any local legal barriers that may exist, but other cultural barriers will also be present and manifest in terms of values, attitudes
and expectation of the markets and employees. Human resource policies can help to deal with many of these issues. The first issue is culture, as this will impact at
many levels. Culture will embody the aspects such as morals, ethics and expectations (Veiga, 1993). According to Hofstede it is the "the collective programming of the mind that distinguishes
the members of one group or category of people from another" (Hofstede, 2003). This can impact in many areas including communication, general interaction between employees and the employment relationship and
expectations within the market. When a firm enters a new market and needs to bring in local employees there is a potential
culture clash, there are the local cultures and the corporate culture. It has been noted in many instances the resulting culture will result in a hybrid model where the workplace
culture that emerges may be made up of both influences. In order to avoid a culture clash the HRM policies need to be able to adapt to issues that are
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