International Human Resource Management Significance †Free Samples

Question: Discuss about the International Human Resource Management. Answer: Choosing the correct/right candidate: The strategic significance of the alliances have augmented in the course of globalization, taking place in two sorts; international joint venture and merger and acquisition. Management of human resources is significant for both the sort of alliances for carrying out the strategic goals of this association with the HRM having positive impact on the performance of the firm. A key procedure in the management of human resources is staffing, and recruiting the skillful and qualified person in filling the job vacancies that is an universal goal for the global line managers and the human resource. A mismatch there would drastically reduce the efficiency of the other functions of HRM (Thomas and Peterson 2014). Among the three candidates that have been line up for the Quality Compliance manager, Marie Erten-Loiseau seems to be the perfect match for the organization. Marie is having a rich experience with a background in aeronautical engineering in Germany and France. She does have the experience of working with Trainon for over 13 years in the two divisions of Germany and France, having augmented level of project accountability. Her accolades also include her remarkable success in two projects spanning over Poland and Czechoslovakia. Her strength lies in the fact that she is fluent in two foreign languages that are French and German and her impressive knowledge on these two geographical locations might demonstrate to a position where she might need to travel in these two locations for work purpose. Her leadership skills have been quite exemplifying with the way she handled two successful projects in two diverse locations. One needs to understand the reason behind global transfer of managers. Three motives were discovered for making this sort of transfer in organizations, the first being to fill the positions, mainly alarmed with transfer of technical knowhow to developing nations where there is lack of enough local nationals. The second motive is development of management. This sort of transfer provides the manager with international exposure, developing that person for future tasks in subsidiaries (Kinloch and Metge 2014). This is done even if there is availability of qualified and competent host country nationals. The third reason for global transfers, the overall goal is not on the development of individual but also on the organizational improvement. Such transfers are generally being made for altering or maintaining the structure or form and the process of decision within the organization along with the control strategy. In case of the joint venture firm employees there is high need of knowledge transfer as knowledge concentrated firms require to share their knowledge that is being held by the employees for gaining any sort of intellectual capital and compete in an efficient manner in the market place (Tjosvold 2017). The success of Marie in the recent projects handled by her in Poland and Czechoslovakia would be benefiting Trianon in its Hungary joint venture. For Trianon, another motive is to have organizational management over the joint venture must also be taken in. This joint venture is the first of its kind where Trianon would be doing business outside UK, France and Germany and the process of selection must be done in the best possible way. The reason for that is global staffing has become a dispute for the firms, not only in terms of the financial outlay but also taking in the strategic conditions. Control is one of the most significant factors for making use of the expatriates with Trianon, being at the stage of early internationalization would chase a bigger level of control through the use of the ethnocentric approach of PCN. An assurance would be there that the new joint venture would be complying with the total policies and objectives of the corporate matter. Hungary, being on previous occasions being a political risk country might offer an uncertainty environment along with political publicity. Trianon would be able to put forth control over such situations through sending of PCN, Marie and inflict policies and other primary practices ordered in headquarters. There are challenges that exist for the expatriates on assignments in foreign countries, especially the inability of adjustment from the spouse when on such ventures. In Maries case, her spouse is semi-retired which might pose a threat as he would not be leaving behind a lucrative career that might prove to be a obstruction in the mobility of females. The cultural environment in which the emigrant activates is significant in considering the level of success and in Maries case; she was born in Prague, having completed successful projects in Poland and Czech Republic over the period of three years having being well prepared with abilities in cross-cultural norms for operating in Hungary. Recruitment and Selection process at Trianon: Organizations that comprises of hiring performance engendering a perfect match between the facets of managers and the needs of the strategies of organization would in all probability attain better performance compared to the organizational firms having selection process not being able to stress on the manager-strategy robust. Efficient global human resources have been making the major difference between extermination and endurance of the multinational enterprises (Adekola and Sergi 2016). Proper use of emigrant is a significant measurement of global staffing in most of the firms, given the factor of market internationalization and technology and competition. The foremost step in the development of selection and recruitment for Trianon HR team is creating a description of the job for the role of Quality Compliance Manager for the purpose of Joint Venture in Hungary. Analysis of jobs takes into account the relevant information about the duties the job demands and the human uniqueness needed in performing the activities. This information is then being used by the HR team at Trainon for improving the description of jobs for the same role. The role for this particular job is for three years and it would be based in Hungary only, these relevant information or details would be made available along with the specification of the job. One of the most useful purpose of description of position is supporting the responsibilities and roles in clear fashion while attaining clarity in role. From the viewpoint of selection and recruitment, the HR team should include the knowledge requirement along with skills and qualification needed to perform the job ( Eriksson et al., 2016). The next step would be advertising the job opening where both the external and internal labor markets would be incorporated for achieving the larger pool of qualified applicants. This is possible through the company website of Trianon where applicants would be attracted from the internal market, with the executive search firms taking care of the external labor markets. The selection method that would take in Trianon are cognitive ability tests, personal interviews and other work samples for final selection of this sort (Bochner 2013). An interview panel should be formed for the personal interview taking in the Director of Personal Development, Operational Director of Display Division and the General Director of Joint venture. The interview questions would mainly deal with whether the candidates are fir for the organizational role along with the cross-cultural suitability and technical abilities of the same in meeting the goals of Trianon. Cognitive ability tests are for distinguishing the individual candidates on their mental abilities. The HR team can generate tests in examining applicants on the Quantitive capability and reasoning talent, required for working in a newly set up joint venture in a foreign country (Shiraev and Levy 2015). Work sample tests are generally arranged in testing the applicants on their technical ability and skills related to interpersonal relation. References: Adekola, A. and Sergi, B.S., 2016.Global business management: A cross-cultural perspective. Routledge. Bochner, S. ed., 2013.Cultures in contact: Studies in cross-cultural interaction(Vol. 1). Elsevier. Eriksson, K., Coultas, J.C. and de Barra, M., 2016. Cross-cultural differences in emotional selection on transmission of information.Journal of Cognition and Culture,16(1-2), pp.122-143. Kinloch, P. and Metge, J., 2014.Talking past each other: Problems of cross cultural communication. Victoria University Press. Shiraev, E.B. and Levy, D., 2015.Cross-cultural psychology: Critical thinking and contemporary applications. Routledge. Thomas, D.C. and Peterson, M.F., 2014.Cross-cultural management: Essential concepts. Sage Publications. Tjosvold, D., 2017.Cross-cultural management: foundations and future. Routledge.