Case Study in Human Resources Management
I. Executive Summary
This report examines key issues associated with global human resource management like Competency-based Human Resource Model, Malcolm Baldrige Human Resource Model, Harvard Human Resource Model and Competitive Advantage Human Resource Model. It explores the best practices identified by human resource managers with respect to the recruitment, selection, training, placement and compensation of managers and employees for assignments in globally positioned companies. Using a review of relevant literature, the report emphasizes the necessity of carefully screening and training potential person who capable of responding the very real challenges and difficulties of global assignments. One of the primary requisites of competing in the global marketplace successfully is developing a multicultural, international workforce. To develop this competency, global companies must formulate new strategies for identifying, attracting, motivating, and retaining managerial and other talent. Unfortunately, managers and workers can successfully cross cultural barriers and become wholly accepted by host country managers and employees.
II. Case Profile
In the past decade, there have been fundamental changes in the nature of business. Each of these changes mandates new and more powerful value-added contributions from those involved in HR work.
In the last ten years, the rate of technological innovation has continued to increase. Costs of transporting capital, goods information, and people are at an all time low. Political, social, and regulatory environments allow greater trade across national borders. Global competition has created greater options for consumers, shareholders and the best talent. And each of these, in turn, has become increasing more demanding of the companies with which they do business.
As a result of each of these trends, companies across the world are under pressure to be more productive, to be faster and more agile, to produce more
This report examines key issues associated with global human resource management like Competency-based Human Resource Model, Malcolm Baldrige Human Resource Model, Harvard Human Resource Model and Competitive Advantage Human Resource Model. It explores the best practices identified by human resource managers with respect to the recruitment, selection, training, placement and compensation of managers and employees for assignments in globally positioned companies. Using a review of relevant literature, the report emphasizes the necessity of carefully screening and training potential person who capable of responding the very real challenges and difficulties of global assignments. One of the primary requisites of competing in the global marketplace successfully is developing a multicultural, international workforce. To develop this competency, global companies must formulate new strategies for identifying, attracting, motivating, and retaining managerial and other talent. Unfortunately, managers and workers can successfully cross cultural barriers and become wholly accepted by host country managers and employees.
II. Case Profile
In the past decade, there have been fundamental changes in the nature of business. Each of these changes mandates new and more powerful value-added contributions from those involved in HR work.
In the last ten years, the rate of technological innovation has continued to increase. Costs of transporting capital, goods information, and people are at an all time low. Political, social, and regulatory environments allow greater trade across national borders. Global competition has created greater options for consumers, shareholders and the best talent. And each of these, in turn, has become increasing more demanding of the companies with which they do business.
As a result of each of these trends, companies across the world are under pressure to be more productive, to be faster and more agile, to produce more