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Essay / Research Paper Abstract
This 19 page paper considers the major issues involved in transferring human resource management strategies from the headquarters of multinational enterprise to subsidiaries in other countries. The paper analyses the way in which international human resource management differs from HRM in single national context due to the diversity of culture. The paper uses Hofstede's framework to develop an understanding of the complexities of the situation. The bibliography cites 17 sources.
Page Count:
19 pages (~225 words per page)
File: TS14_TEintHRM.rtf
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Unformatted sample text from the term paper:
1. Introduction The way in which a company manages its HRM policies may be the source of a competitive advantage, at the very
least these will help determine the culture of an organisation. The determination and implementation of HRM strategy in a large national company can be complex and difficult. When the company
is international in nature the determination and then implementation of HR strategies and policies are even more complex in their formulation and implementation. There are a number of issues to
consider when transferring human resource management strategies from the headquarters of multinational enterprise to subsidiaries in other countries. This paper will consider a range of these different complexities and
the issues that need to be considered when seeking to transfer HRM policies to subsidiaries in different countries. A key issue is the way in which culture will differ, not
only in terms of potentially different organisational cultures but also the influence of national cultures and the impact this will have on practices. 2. The Developments of a Unified Culture
There are many ways in which culture may be seen as being formed, communicated, emphasised and retained. The culture may be seen as
the embodiment of the norms, values and beliefs. These may be seen as isolated within the company, or reflections of the wider general culture of the area or region.
The culture will embody the aspects such as morals, ethics and the use of tools such as empowerment (Veiga, 1993). This will be
reflected in the way they are instigated and can often be seen as a reflection of the values and working methods of the senior management.
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