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Essay / Research Paper Abstract
This 6 page paper compares and contrast aspects of human resource management at the Tata's subsidiary in the UK; the Jaguar and Land Rover Group and Volvos operations in India. The general approach as well as recruitment, training and development as well as rewards are included. The bibliography cites 12 sources.
Page Count:
6 pages (~225 words per page)
File: TS14_TEtatavolvo.rtf
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Unformatted sample text from the term paper:
view the employment relationship, the type of employees they hire as well as other issues such as retention policies and productivity as well as commitment to the employees. This can
be complex in a national company, when firms start to deal with HRM in a transnational environment, with firms that cross boarders finding ways of dealing with HRM policies that
were once a national issue. Two firms that faced this move have been Tata Motors that acquired the UK Jaguar and Land Rover group (JLR) in 2008 from Ford, along
with 15,000 employees. This means that Tata now has to deal with a different culture in the UK firm it has acquired. Likewise, Volvo has established a Volvo Trucks factory
in Hoskote, near Bangalore, and as such has to deal with a different culture and manage corporate culture across international boarders. When Tata took over JLR this was a
major step, it took the firm from one that dealt with internal HRM in Asia only to not only dealing with HRM in a very different national culture, but also
taking on a firm that manufactured products very different from those in the home country; which was also an issue in the culture and attitude of the JLR workers.
Tata in India have very good industrial relations with the employees, they adopt a cooperative approach and on moving into the UK it appears that there was the decision to
expand the same approach to HR issues to the new acquisition. The changes that have been seen within the former Ford company have been minimal in terms of changes to
cultural. The initial change was to increase the feeling of stability and empower the workers and management in order to add value to the firm in the way that they
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