Key Industrial or Employment Relations characteristics.
Task Overview: Drawing on IHRM concepts and theory examined in this course, this assessment requires students to evaluate contemporary IHRM challenges global HR executives face in managing human capital in both domestic and globalised contexts
In some countries trade, unions, and employment relations laws can either constrain or benefit HR practices in overseas offices.
For instance, Dowling et al (2017) highlight a major challenge for MNEs in respect to the reaction of Home Country consumers to allegations of unfair employment practices, poor consumer practices and financial breaches, etc even if these generate little or no reaction from consumers living in the Host Country.
The Global HR Director of Ceutical has asked you to carry out further research and provide a 2,000-word report discussing the Industrial or Employment Relations characteristics (e.g. employers, trade unions, employment laws) of Poland and critically discuss the merits of introducing a Global Code of HRM Conduct.
Country of choosing: Poland
1. Carry out further research to discuss the key Industrial or Employment Relations characteristics (employers, unions, and the role of the government including relevant labour laws) for POLAND.
2. Drawing on IHRM theory and contemporary literature examined in this course outline the impact the Industrial or Employment Relations practices may have on the way Ceutical conducts its HR activities/functions/structure.
3. Critically discuss the merits of a ‘Global Code of HRM Conduct’ and confirm whether Ceutical would be well advised to implement a Global Code of Conduct approach.
· The report format should have:
Introduction, section headings, and a conclusion.
A minimum of 8 academic sources are required and these are not included in the word count. Academic sources are books as well as peer-reviewed articles found in reputable industry journals.
International Human Resource Management (IHRM) involves ascertaining the corporate strategy of the company and assessing the corresponding human resource needs; determining the recruitment, staffing and organizational strategy; recruiting, inducting, training and developing and motivating the personnel; putting in place the performance appraisal and compensation plans and industrial relations strategy and the effective management of all these functions from an international perspective.
The strategic role of HRM is complex enough in a purely domestic firm, but it is more complex in an international business, where staffing, management development, performance evaluation, and compensation activities are’ complicated by profound differences between countries in labor markets, culture, legal systems, economic systems, and the like.
It is not enough that the people recruited fit the skill requirement, but it is equally important that they fit in to the organizational culture and the demand of the diverse environments in which the organization functions.
Today’s economy has globalized in which geographical boundaries of a country have only political relevance; the economic relevance has extended these. Today, the world is known as global village, a term that reflects the state of business in the world. The rise of multinational and transnational corporations has placed new requirements on HR managers.
For instance, HR managers must ensure that the appropriate mix of employees in terms of knowledge, skills, and cultural adaptability is available to handle global assignments. A few decades ago, the concept of globalization was mainly discussed in theory. There was no pressing economic need to understand and appreciate the human implications of globalization.
However, rapid globalization has compelled management researchers to explore the HRM implications of globalization. The result is the emergence of International Human Resource Management (IHRM) which deals with how a global company can manage its human resources spread throughout the world.