HRM Assignment | Get Paper Help

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June 15, 2020
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June 15, 2020

Assignment Course Work HRM (M016)

CW1 M016 Individual Assignment (4000 Words)


Assignment brief

End of Module Assignment – Evaluating an International HRM Strategy

For this assessment, you will take the role of a HR manager, taking part in an internal evaluation of your international organisation’s human resource strategy and as a result produce a recommendations report for the HR Director. Please select an appropriate MNC of your choice. Your audit is from an ‘HR’ perspective as it is likely that the business will establish a joint venture in the new market which will require some staff to be recruited locally and also the relocation of some expatriate staff from within your organisation to manage the new venture alongside those of your joint venture partner.

Your report should highlight the HR functions as listed below. Your report will analyse a minimum of 2 and a maximum of 3 of the following HR Practices:

  1. Recruitment and Selection
  2. Training and Development
  3. Reward Management
  4. After 1 – 3 above you have to include the following approaches  to the HR practices :

In each of your chosen areas of HR practice, please identify how your recommended strategies will impact upon:

  1.  Organisational Performance
  2. Employee Commitment –
  3. Workforce Flexibility
  4.  Workforce Quality

In addition the report should include:

The purpose of the report – a brief overview of the selected sector for the last five years and its developments and challenges and future needs. This assignment will assess all of the learning outcomes for this module.

To help you address each learning outcome a brief explanation of what your tutors will look for in your assignment accompanies each learning outcome below:

Your data response should include an analysis, using both qualitative and quantitative data, of the following:

  • Key economic drivers in the Host country
  • A comparative analysis of HR systems globally
  • Organisational issues that influence the development and implementation of HRM strategy (Cross-cultural training for expatriates, T&D section) and the social aspect of the host country in the (PESTLE analysis). Please use the following structure below as a guide to the content your tutor(s) will expect to see in your assignment based upon the learning outcomes being assessed.
  Assessment Questions Learning outcomes
What are the economic drivers influencing the HR strategies in the host country?  For example you can apply PESTLE analysis to analyse the host country’s economic profile as well as other factors such as (Globalisation, Consumer Behaviour, Advanced technology etc.) These areas can be discussed under this learning outcome. L01: Critically examine the economic drivers in the international business environment that influence HRM strategies
Evaluate HRM theories (such as Universalistic, Contingency and Configurational theories) that are most appropriate for your organisation to adopt in the host country, given its current economic conditions. L02 Evaluate the main HRM theories and models in relation to economic drivers
Critically examine how HRM strategies are effective in achieving goals of employee commitment, flexibility, quality and strategic integration. Under this learning outcome, we expect you to critically analyse the models and theories in designing policies and practices (such as Soft and Hard HRM) to achieve four main outcomes: strategic integration (planning / implementation); high employee commitment to the organisation; high workforce flexibility and adaptability; and a high-quality workforce. L03: Evaluate the effectiveness of HRM strategies in achieving the goals of employee commitment, flexibility, quality and strategic integration
Critically analyse the different approaches of HRM globally in your chosen parent and host countries. Provide a global comparative analysis of HR systems with a focus on: Organisational Performance  Employee Commitment – Workforce FlexibilityWorkforce Quality L04: Critically Analyse the differences in approach to HRM Globally and outline possible reasons for such differences
Critically evaluate HRM strategies and its impact upon organisation performance. For example, organisational performance can be connected to operational performance, productivity, service quality and innovation and  as well as attitudes and behaviours of employees such as employee (commitment) motivation, job satisfaction, organisational citizenship behaviour, commitment, and trust in management,  L05: Critically evaluate the theory and evidence about the relationship between HRM and organisational performance
 Critically Analyse the cultural differences influencing the implementation and development of HRM strategies. We expect you to use models such as Hofstede, Trompenaars, Lewis. Hall etc. here to highlight the differences in national culture between the parent and host countries and how they influence HRM strategies. You could also apply Hardy’s Organisational culture model  to identify what working practices and mind-set barriers might the parent company face in terms of recruiting and training local staff on new technologies, etc. to establish an appropriate standard of work to match the parent company’s expectations. L06: Analyse the organisational, national and cultural specific issues that influence the development and implementation of HRM strategy
 Here we are looking to evaluate your management skill in regards to international business strategies as well a critical analysis, research skills and ability to present a coherent set of recommendations based on well researched HRM global theories and models. Such as Rodger /Fraser , Ask And  Total Rewards models.  L07:  Demonstrate the management skills required in international business to successfully engage and win support from key stakeholders

Formative Assessment

Please note for this module there will be a formative assessment on Diversity and Equality in relation to the Companies going overseas and how they will adapt  with diverse workforce and different Cultural aspect etc.