CASE STUDY ANALYSIS AND RESPONSE

CASE STUDY ANALYSIS AND RESPONSE

• Critically assess strategic HRM in the light of overall business structure and governance, with a focus on best practices and innovative HRM initiatives developed by multinational corporations (SLO1);
• Evaluate HRM best practice from a comparative perspective with an emphasis on the mediating role played by national cultures and institutions and new trends in global corporate governance (SLO4).

ASSESSMENT TASK 3: DESCRIPTION

The aim of this assessment is to evaluate how students critically assess strategic HRM in the light of overall business structure and governance, with a focus on best practices and innovative HRM initiatives developed by multinational corporations. It also serves to encourage students to evaluate HRM best practice from a comparative perspective with an emphasis on the mediating role played by national cultures and institutions and new trends in global corporate governance

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Instructions:

You have been employed as a consultant to present your case study analysis and response to the CEO based on the given case study, which will be provided to you by Tutorial 2. You are expected to address the following in the report:

• You are to identify three dominant IHRM issues/challenges faced by this company from an IHRM perspective. It is recommended that you use an issue-oriented/problem-solving Ensure that these three dominant IHRM issues are related to the theoretical frameworks taught in the lectures or used in the recommended textbook.
• After addressing these three issues/challenges in relation to theoretical understanding, discuss 3 plausible courses of action or recommendations to the three problems/issues presented. For the most significant of the three issue/challenges, the details of the recommendation will be addressed in the conclusion – see point below. For the other two not so significant issues, a brief recommendation will suffice.
• For the conclusion: Stating which specific issue/problem is the most significant/pertinent that the company should focus on. Why have you chosen this specific issue/problem to focus on? What is the consultants’ main recommendation? Discuss this recommendation in detail, considering the implications of proceeding with this recommendation. For example, provide:

• A time-line on how this problem can be solved in the short term (within the next six months), in the long-term for the next two to three years;
• Identify responsibilities, follow-ups, and any additional issues that may potentially impede your suggested implementation.
• Include any adverse fallout from your recommendation that may potentially have a negative impact, and offer constructive counter strategies to resistance.

Useful Information:

No waffling here! You are contracted, and duly compensated, to advise the company exactly how to approach this case based situation; be frank and open in your recommendations.

CASE STUDY ANALYSIS AND RESPONSE

Format of report:

• There should be no more than twelve double-spaced pages (exclude reference page, appendices).
• Times Roman Font, 12;
• APA referencing style
• At least 6 reliable references (e.g. from peer-reviewed journals, newspaper articles, government or institution websites etc.
• Ensure proper in-text citation; avoid plagiarism

Below is a draft to assist you in planning how to write up your report:

Choose any  3 of the following possible IHRM Issues/Challenges faced this company and linked them to conceptual frameworks learned in the relevant lectures. They are by no means exhaustive (meaning you could think of relevant ones that fall under IHRM analysis):

CASE STUDY ANALYSIS AND RESPONSE

1. The organisation Context (Lecture 3 & Chapter 3 of textbook for conceptual frameworks)

• What kind of corporate strategy does this company adopt? – is it global, transnational, multi-domestic, or international?
• What kinds of management structures did this company adopt for international growth?
• What are the types of control & coordination mechanisms including cultural control exercised by this company ?

2. IHRM in cross-border M&A, Alliances (IJVs) and SMEs (Lecture 4 & Chapter 4 of textbook)

• What modes of operation is this company adopting? (Is it IJV? Wholly owned subsidiary or M&A?)
• What possible challenges do they faced if they used one of the modes of operation?
• What stages do they need to go through that will have HR implications?

3. Staffing, recruitment, selection, and retention (Lecture 5 & Chapter 5 of textbook)

• What does the company has to say about the way they focus on employees and how to retain the talents for the company?
• How can this company effectively staff, recruit and select the best talents for the company based on the types of employees they would like to have?
• Sourcing human resources for global market – staffing, recruiting & selection

4. International Performance Management – Compensation and Training (Lecture 6 & 8 & textbook chapters 6 & 8)

• Some of these factors include compensation package, task & role, level of HQ support, host environmental factors, cultural adjustment – link this to international compensation
• Performance management is also part of a MNE’s control system where they set targets to be achieved. Through feedback & appraisal aspects, performance management also contributes to shaping corporate culture, both formally & informally thereby acting as an informal control mechanism & part of a bureaucratic control system.

5. International Training, Development, Careers & Talent – related to expatriates staff (Lecture 7 & textbook Chapter 7)

• The role of training in supporting expatriate adjustment & on-assignment performance : Pre-departure training; Re-entry & repatriation