Influences of Human Resource Management in Multinational Corporation
– Influences of Human Resource Management in Multinational Corporations –
Download Influences of Human Resource Management in Multinational Corporations project material: This project material is ready for management studies students who are in need of it.
ABSTRACT
This project is a review of influences on human resource management in Multinational Corporation, using a study of Mercedes-Benz Anammco
The problem identified was
- Intercultural difference
- Parent- subsidiary relationship and global business strategies
- Communication
- Adjusting to the host country
This write up showed the relevant literature concerning the project topic. It goes further to explain the human resource management at the Mercedes-Benz Anammco.
The descriptive survey method was used and the research tool was questionnaire. 200 staffs answered the questionnaire. Frequency percentages and criterion mean score of 2.5 were used in data analysis using Chi-square formula and presentation was done by the use of tables.
The findings from the study showed that the factors of human resource management have considerable influences on multinational corporations.
Finally, solutions and recommendations were proffered, in which emphasis was made on the remedies. The write up is duly summarized.
INTRODUCTION
1.1 Background of the Study
Globalization is becoming more and more important to companies all over the world. A major component of the globalization of business is the field of human resource management.
A trend over the past few years has been to identify the linkage of human resource management with strategy not only on the national level but also on the international level.
Wikipedia defines Human Resource Management (HRM) as the management of an organization‘s employees. While human resource management is sometimes referred to as a “soft” management skill, effective practice within an organization requires a strategic focus to ensure that people resources can facilitate the achievement of organizational goals.
Effective human resource management also contains an element of risk management for an organization which, as a minimum, ensures legislative compliance.
Human resource management is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of its objectives.
Storey (1989) believes that (HRM) can be regarded as a ‘set of interrelated policies with an ideological and philosophical underpinning’. He suggests four aspects that constitute the meaningful version of (HRM):
- a particular constellation of beliefs and assumptions;
- a strategic thrust informing decisions about people management;
- the central involvement of line managers; and
- Reliance upon a set of ‘levers’ to shape the employment
REFERENCES
Gelfand, M.J. (2000). Cross-cultural Industrial and Organizational Psychology: Introduction to the Special Issue. Applied Psychology: An International Review Vol 49 (1), 29-31.
Gray, K.R and Marshall, K. P. (1998) Kenyan and Korean Management Orientations on Hofstede’s Cultural Values. Multinational Business Review Vol. 6 (2), p 79, p10
Geringer, Michael J. & Loius Hebert. 1991. Measuring performance of international joint ventures. Journal of International Business Studies, 28: 249-263.
Guest, David E. & Kim Hoque. 1994. The good, the bad, and the ugly: Employment relations in new non-union workplaces. Human Resource Management Journal, 5: 1-14.
Hamel, Gary & C.K. Prahalad. 1994. Competing for the future. Harvard Business Review, 72: 122-128.
Hendry, Chris, Andrew Pettigrew, & Paul Sparrow. 1989. Linking strategic change, competitive performance, and human resource management: Results of a UK empirical study. In R. Mansfield (Ed.), Frontiers of management. London: Routledge.
