International HRM

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HR is the one of the most important domains in the management. In the present research study, the ways in which standardized HR system can be implemented in the company is explained. Moreover, attention is paid to the culture factor due to which sometimes it becomes hard to implement standardized HR policy across the business (Swart, and, 2019). Further, the advantage of the standardized HR policy for the business firms is also explained in detail. At end, conclusion section is prepared in the report.
MNC’s which are also known as multinational companies operate in the multiple nations of the world. Some MNC’s follow standardized and some multinational companies follow localized HR policy in its business. It can be observed that there are varied demerits of the localized HR policy in the business. One of the major demerits is that sometimes employees that are working in the HR department of the company are not utilized fully in the business (Foss, and, 2015). Second demerit of follow localized HR policy is that perspective in respect of the company is missing in relation to the global employee population. Third, demerit of the localized HR policy is that different nations in which firm operate its business varied HR departments prepare their own policy, procedures and practices. Sometimes these are not prepared in appropriate manner and due to this reason the HR department performs its operations inefficiently. Fourth demerit of the implementing localized HR policy is that each HR department develops its own performance measurement mechanism. Sometimes, this performance measurement mechanism is not developed in proper manner and due to this reason it’s become hard task to measure workforce performance in a proper manner at the workplace. In order to handle such kind of issues in the proper manner it is very important to make sure that standardized HR policy will be followed in the business. It becomes very hard task to implement single policy across all countries of the world in which company is operating its business (Wikhamn, 2019). There are also local rules that are formed by the Government or are part of the culture or usually are in common practice by the firms. These also need to be incorporated into the standardized HR policy may times. Hence, in the below given section ways are explained in detail which can be followed to implement standardized HR policy in the business.
HR policies and strategies
Common process that is followed by the many MNC’s in order to implement standardized HR policy is given below.
• Demolish existing policies and implementing new one: Nestle when brings new policy immediately make existing policies invalid. Many times it happened that firms prepare new policy and did not make employees aware about it. Hence, in such kind of situation employees keep on following the old policy consistently. Sometimes policies are formulated and communicated in a complicated manner and due to this reason also employees failed to understand policy and remain confused. In order to solve such kind of problem Nestle clearly send a message to the employees that existing policy will remain effective to a specific date and the new policy will be implemented thereafter (Schopman, Kalshoven, and Boon, 2017). By that time if any employee has any confusion it can reach to the HR department and can get answers to the query. By doing so it is ensured by Nestle that standardized HR policy is implemented equally in all countries in which firm is operating its business.

On the basis of the above discussion, it is concluded that the standardized HR policy has multiple advantages for the business firms. In case business firm follow standardized HR policy then in that case HR related operations are performed in an effective way. Due to adoption of the standardized HR policy performance of the employees can be measured in the proper manner and duplication of efforts can be avoided. HR related operations become more transparent. In order to implement standardized HR system business firms must do deep consultation with their HR and revoke old provisions. Moreover, translation of policy must be done in the local language and new policy must be communicated to each employee in a proper manner.

Books and Journals
Ali, M., Lei, S.. and Wei, X. Y. 2018. The mediating role of the employee relations climate in the relationship between strategic HRM and organizational performance in Chinese banks. Journal of Innovation & Knowledge. 3(3). 115-122.
Aybas, M.. and Acar, A. C. 2017. The effect of HRM practices on employees’ work engagement and the mediating and moderating role of positive psychological capital. International Review of Management and Marketing. 7(1).
Blom, R. and, 2020. One HRM fits all? A meta-analysis of the effects of HRM practices in the public, semipublic, and private sector. Review of Public Personnel Administration. 40(1). 3-35.
Collins, N., Zhu, Y.. and Warner, M. 2018. HRM and Asian socialist economies in transition: China, Vietnam, and North Korea. In Handbook of Research on Comparative Human Resource Management. Edward Elgar Publishing.
Deshwal, P. 2015. Role of e-HRM in organizational effectiveness and sustainability. International Journal of Applied Research. 1(12). 605-609.
Foss, N. J. and, 2015. Why complementary HRM practices impact performance: The case of rewards, job design, and work climate in a knowledge‐sharing context. Human Resource Management. 54(6). 955-976.
Ghosh, V.. and Tripathi, N. 2018. Cloud computing and e-HRM. e-HRM: Digital Approaches, Directions & Applications. 106-122.
Kahrilas, P. J. and, 2015. The Chicago Classification of esophageal motility disorders, v3. 0. Neurogastroenterology & Motility. 27(2). 160-174.
L’Ecuyer, F.. and Raymond, L. 2017. Aligning the e-HRM and strategic HRM capabilities of manufacturing SMEs: A “gestalts” perspective. Electronic HRM in the Smart Era (The Changing Context of Managing People, Volume). 137-172.

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