ASB-4904 and ASB-4897:Applied Business Project (HRM) Assignment2014

What is the impact of globalization on HRM in multinational organizations?

The assignment question reflects the core themes addressed during the ABP HRM module. The aim of the assignment is to encourage students to combine theoretical and practical aspects of HRM by referring to organization case study examples when assessing the core theories and themes in the HRM academic literature. In particular, students are expected to engage in critical analysis of relevant HRM academic literature, from sources recommended below, in the module outline, at the end of lecture slides, or sources derived from their own wider reading. It is not enough to rely on lecture notes or non-academic internet sources.

 
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SELECTONEMULTINATIONAL CASE
(with operations in its home country and at least one other foreign host country) with which you are familiar – one that you can access relevant HRM information about
(for example, one you have worked for, had an internship in, an organisation familiar to family/friends, or that you have been able to find detailed information about in journal articles, books, newspapers, internet).

In completing the assignment, you are expected to address the following five issues:

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1.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;

Strategy: firstly, briefly summarize the impact of globalization on the multinational organisation’s overall business strategy and then its overall HR strategy.

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2.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;

HRM practices: secondly, analyse the impact of globalization on the various components of HRM policy and practice in the multinational organization under the four main HR functions covered in the module: resourcing the organization, human resource development (HRD), employment relations, performance and reward. The list of HR policies and practices that might be assessed under these four areas include: talent management, recruitment and selection, employee engagement, organizational culture, training and development, employee voice and participation rights (industrial democracy), pay, reward & performance management (these might be referred to by other labels).

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3.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;

To what extent is there ‘strategic international/global HRM’ at your chosen multinational organization? Examine to what extent the various components of HRM are linked to achieving overall business strategy (vertical integration). Evaluate to what extent the various components of HR practice are consistent and support each other in achieving the overall HR strategy (horizontal integration). Discuss in relation to relevant academic literature on strategic HRM (for example, ‘best fit’, ‘best practice’, ‘resource-based view’).

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4.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;

Another theme to be discussed in your assignment is how different organizational, sector/industry, country, and international contextsmediate the impact of globalization on HRM policies in your multinational case company.

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5.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;

Provide brief conclusionsabout the impact of globalization on HRM. Then briefly recommend possible improvement in HR management in your chosen multinational organization to try to address challenges of globalization.

Selected recommended reading

Beardwell J. and Claydon, T. (2010) Human Resource Management a Contemporary Approach (6^th edition). Harlow: FT Prentice Hall. Chapters 15,16,17.

Bratton, J., and Gold, J. (2012) Human Resource Management: Theory and Practice (5th edition). Hampshire: Palgrave Macmillan. Chapter 15

Colling, T. and Terry M (2010) Industrial Relations Theory and Practice (3^rd edition). Chichester: John Wiley & Sons. Chapter 9 on multinationals.

Collings, D., Scullion, H. and Dowling, P. (2009), ‘Global staffing’, International Journal of Human Resource Management, 20(6): 1253-72.

Delbridge, R., Hauptmeier, M. and Sengupta, S. (2011), ‘Beyond the enterprise: broadening the horizons of international HRM’, Human Relations, 64(4): 483-505.

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Farndale et al., (2010), ‘Context-bound configurations of corporate HR functions in multinational corporations’, Human Resource Management, 49(1): 45-66.

Ferner, A., Tregaskis, O., Edwards, P., Edwards, T., Marginson, P., Adam, D. and Meyer, M. (2011), ‘HRM structures and subsidiary discretion in foreign multinationals in the UK’, International Journal of Human Resource Management, 22, (3), 483-509.

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