CASE STUDY: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
International
Human
Resource Management
Assignment
(PROFESSOR CLIFF LOCKYER)
GROUP NO. 7
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EXECUTIVE SUMMARY
The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.
Our firm has set out to Internationalise its operations by opening to different facilities One in China Assembling and Maintaining Aircraft Engines and the other in Europe fabricating turbine blades for Aircraft engines.
We have shown in the case of China the key strategies required for Organisational success and we have identified that success in China is assured if the Firm can get its strategy of Recruitment and Retention right. We have also identified that expatriate managers which are core to the operations of the facility must have a fit with the Chinese environment and as Internationally mobile employees must have an indepth understanding of the cultural and societal norms of the Chinese people thus be enabled to manage employees to achieve success.
In locating our facility in China, we chose to locate it the Shanghai area as this area is key to the aviation industry of China and has an abundance of Key Skilled and Competent people even though these people are in short supply. We have articulated a strategy for ensuring commitment and loyalty from our staff.
Our Europe facility is located in the UK. We have identified the UK as a suitable location because of the abundance of the required technical skills as well as the flexible and business friendly labour laws. Even though the cost of labour is higher than some Eastern European countries, we believe that this is overshadowed by the quality of the work we would get, access to the
Human
Resource Management
Assignment
(PROFESSOR CLIFF LOCKYER)
GROUP NO. 7
�
EXECUTIVE SUMMARY
The practise of Human Resources is moving from the traditional forms of managing people to a more strategic form whereby the Human Resources function is closely linked with organisational performance and success. This strategic form of human resources has increased the need for the Human Resource professional to understand the linkages between Corporate Strategy, Human Resource Strategy and Employee Integration.
Our firm has set out to Internationalise its operations by opening to different facilities One in China Assembling and Maintaining Aircraft Engines and the other in Europe fabricating turbine blades for Aircraft engines.
We have shown in the case of China the key strategies required for Organisational success and we have identified that success in China is assured if the Firm can get its strategy of Recruitment and Retention right. We have also identified that expatriate managers which are core to the operations of the facility must have a fit with the Chinese environment and as Internationally mobile employees must have an indepth understanding of the cultural and societal norms of the Chinese people thus be enabled to manage employees to achieve success.
In locating our facility in China, we chose to locate it the Shanghai area as this area is key to the aviation industry of China and has an abundance of Key Skilled and Competent people even though these people are in short supply. We have articulated a strategy for ensuring commitment and loyalty from our staff.
Our Europe facility is located in the UK. We have identified the UK as a suitable location because of the abundance of the required technical skills as well as the flexible and business friendly labour laws. Even though the cost of labour is higher than some Eastern European countries, we believe that this is overshadowed by the quality of the work we would get, access to the
References: FOR THE UK STUDY Brewster C and Sparrow P and Vernon G(2007), International Human Resource Management,CIPD Dowling Peter J and Welch Denice E and Schular Randall S(1999), International Human Resource Management, South-Western College Heery E and Noon M(2001),A Dictionary of Human Resource Management, Oxford University Press Larsen Henrik H and Mayrhofer W(2006), Managing Human Resources in Europe, Routledge Leopold J and Harris L and Watson T(2005), The Strategic Managing of Human Resources, Prentice Hall Sisson K(1989), Personnel Management in Britain, Basil Blackwell Sparrow P and Hiltrop Jean-M(1994),European Human Resource Management in Transition, Prentice Hall