Ihrm Assignment
International Human Resources (BUSM 2449)
Case Study 2: Quality Compliance at the Hawthorn Arms
Stefan Manojlović s3330309
Intro
The practices involved within human resource management, have increasingly been recognized as a foundation for achieving sustained competitive success, especially for organisations operating in highly competitive and increasingly diverse international environments (1). Within these foreign settings, utmost importance is placed on the need to reduce risks and uncertainties: The hiring of expatriates to control and lead these cross-border ventures is widely viewed as the most logical solution to the problems that may be encountered abroad.
The dilemma highlighted by the case study, ‘Quality Compliance at the Hawthorn Arms’, involves the appointment of a new quality compliance manager at their recently set up firm in Hungary that needs to be done by Trianon’s director of personnel development. The director needs to take into account the risks and uncertainties involved, the interests of the company itself, and the socio-cultural and technical abilities of the potential employee in making their decision.
The recruitment and selection process of Trianon must fit within best practices and must also take into account the strategic needs of the company by creating and describing the job description and the selection methods to be used.
Consider the three candidates in Exhibit A below. If forced to make a decision tomorrow, which candidate should Alistair choose for the job? What major factors should determine his choice?
A major process within human resource management is staffing. The importance of selecting the right employee for the job cannot be underestimated, especially when a firm’s future successes in a new environment depend on the right staffing decisions being made. Over the course of globalization, the strategic importance placed on alliances has increased significantly (2). Whether they are mergers and acquisitions,
Case Study 2: Quality Compliance at the Hawthorn Arms
Stefan Manojlović s3330309
Intro
The practices involved within human resource management, have increasingly been recognized as a foundation for achieving sustained competitive success, especially for organisations operating in highly competitive and increasingly diverse international environments (1). Within these foreign settings, utmost importance is placed on the need to reduce risks and uncertainties: The hiring of expatriates to control and lead these cross-border ventures is widely viewed as the most logical solution to the problems that may be encountered abroad.
The dilemma highlighted by the case study, ‘Quality Compliance at the Hawthorn Arms’, involves the appointment of a new quality compliance manager at their recently set up firm in Hungary that needs to be done by Trianon’s director of personnel development. The director needs to take into account the risks and uncertainties involved, the interests of the company itself, and the socio-cultural and technical abilities of the potential employee in making their decision.
The recruitment and selection process of Trianon must fit within best practices and must also take into account the strategic needs of the company by creating and describing the job description and the selection methods to be used.
Consider the three candidates in Exhibit A below. If forced to make a decision tomorrow, which candidate should Alistair choose for the job? What major factors should determine his choice?
A major process within human resource management is staffing. The importance of selecting the right employee for the job cannot be underestimated, especially when a firm’s future successes in a new environment depend on the right staffing decisions being made. Over the course of globalization, the strategic importance placed on alliances has increased significantly (2). Whether they are mergers and acquisitions,
References: (1) Armstrong, M. 2006, A Handbook of Human Resource Management Practice, 10th edn, Kogan Page Limited, Philadelphia. (2) Schuler, R.S., Budwar, P (5) Scullion, H. & Collings, D. 2006, Global Staffing, Routledge, London. Shen, J. 2006,’ Factors Affecting International Staffing in Chinese Multinationals (MNEs)’ (6) Gupta, A (7) Schuler, R.S., Budwar, P. S. & Florkowski, G. W. 2002, ‘International Human Resource Management: Review and Critique’, The International Journal of Management Review, vol. 4 (8) Parrott, L (9) Armstrong, M. 2006, A Handbook of Human Resource Management Practice, 10th ed, Kogan Page Limited, Philadelphia. (10) Dowling, Festing, Engle, 2008, ‘International Human Resource Management: Managing People in a Multinational Context’, 5th ed