DEVELOPMENT OF A STRATEGIC INTERNATIONAL HUMAN RESOURCE MANAGEMENT PLAN IN A GLOBAL ECONOMY.
Our company ‘Adorable and Beauty Fashions Ltd’ based in Germany is considering expanding its operations outside Germany because of the declining market. The company deals in designing and selling designer men and women’s wear. France has been identified as the appropriate country for such developments, because it is known for the major support it gives to the fashion industry. The research will mainly involve investigation of strategies that the company will use to manage its human resources in France.
Background of the study
According to Perkins and Shortland (2006), human resources management in multinational enterprises differs greatly from human resources management in national enterprises. This is because different aspects of the recruitment process need to be put into consideration. Culture and political environment of employees need to be considered before people are recruited. Recruiting individuals whose culture differs from the culture of the multinational enterprise will only mean problems if employees are not able to adopt to the new culture
The training and development needs of employees in a multinational enterprise are a major factor. Employees need to be trained on an international ground. The same procedures used in training and development in a national enterprise can not be applied to employees who are supposed to be operating in an international level. Internationalizing enterprises requires vigorous training and development programs to enable employees adapt to the global economy.
Reward schemes are also a critical factor. The human resource team needs to strategize on the reward system it should use to motivate its employees. Employees in an international company may require relocation assistance; companies should be willing to assist them in every possible way if that is what it takes to motivate their employees.
It is also important to recruit employees who will enable a multinational company gain competitive advantage. This means that the employees must possess capabilities that are rare and robust, Such that no other company is able to imitate them.
The company is moving from a national level of operation to an international one, there is need for the company to consider strategies in managing its employees because international operations require more unique ways of human resource management.
Objectives of the study
The general objective of the study is to develop a strategic human resource management in a global economy. The following specific objectives have been derived:
i. To identify the major factors that will motivate employees in a multinational enterprise.
ii. To develop the specific training and development needs for employees to perform well in a multinational enterprise.
iii. To identify the cultural and economic differences that face employees operating in a multinational enterprise setting.
iv. To identify the major capabilities that employees have that will enable the company gain sustained competitive advantage.
Scope of the study
The study will take place in France, where the research team will interview some of the companies in the fashion industry to gather information on the human resources strategies used.
Significance of the study
The study is aimed at helping the company come up with strategies in dealing with human resources in an international setting. The strategies developed are expected to be unique ones such that the company will be able to manage its human resources effectively and prosper in France.
Appropriate books will be used to aid in the research process even though the research seeks to develop more unique strategies other than the generic ones listed in books.
Statistical techniques such as sampling will be used to collect data and the data will be presented in the form of tables and charts.
Stephen J. Perkins, Susan M. Shortland, 2006, Strategic International Human Resource Management: Choices and Consequences in Multinational People Management, Kogan Page Publishers.