MSM7031 cultural values in China and Malaysia have

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Last updated: June 16, 2019

MSM7031Organisationsand Culture in a Global Context Patch 3 InternationalHuman Resources Management Report  Studentnumber: 20116194Studentname: Ashraf Bazina                 Report  “Your style”is a global multinational company for retail clothes, the company is operatingin 62 countries mainly North America and Europe, the characteristic is tightly controlled, centralized and standardized.The company has been planning to buy an existing German company furthermore toexpand in Asia (Shanghai & Malaysia).  Because ofthe organizational culture and structure,the company faced some problems such as dissatisfaction with promotions andreward process, employees turn over has been increased, in addition to employees, individual objectives are notinconsistent with the organization’sobjectives. Recruitmentand selectionFor the newsubsidiaries in Asia (Shanghai & Malaysia),it is suggested to follow a flexible Human Resources Management recruitmentsystem based on Polycentric approach.Recruitment andselection which means that the nationals of the host country are recruited forthe managerial and operations of the subsidiary company, the reason is that thelocal of the host country know their culture better and can run the businessefficiently and effectively. (Scullion and Collings, 2006, Business Jargons,2017). Recruitmentand selection in Asia as an emerging market should be a focus on culture values consisting of power distance, uncertaintyavoidance or masculinity.

Despite that,the cultural values in China and Malaysia have been improving, but themultinational organization should be a focus on the values of a collectivist culture (Cooke, 2004).Recruitmentand selection should be hiring people whotheir individual objectives consistent with that of the organization, as well as focus on developing strategies based on anevolving Human Resources Management strategic changes (Bond et al., 1987). Recommendations·      Resentments andcomplaining such must be reduced, everyone should enjoy and feel the fairness.·      Salaries andreward must be ensured.

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·      A senior ofexecutives with international experience and relationship across borders can be hired to support and enhance thenew subsidiaries.·      Compensation packages should be designed to confirm the cultural differences and emphasis theemployee satisfaction.·      Cross culturetraining programme for international managers to gain a new knowledge andexperience.·      Communicationsand relationship can be improved by moving the staffs between the subsidiaries.·      Create acreative, flexible and intelligent recruitment model with clear roledescriptions.·      Attract talentedemployees should be retained by creating a fair pay structure.·      Despite the factthat the company can hire global integration toward performance management, butlocal laws and regulations play a crucial role. ConclusionIt isbelieved that the best approach to follow in the emerging markets is thepolycentric approach because of its characters, to deal with culture andlanguage.

Employment and selection haveto focus on fairness and employees satisfaction to avoid any kind ofresentments or complaining. In addition to training programme must beconsidered and taken into account toimprove the employees’ skills.                  References Bond, M.H., Akhtar, H., Ball, P.

, Bhanthumnavin, D.Boski, P. (1987) ‘ChineseValues and the Search for Culture’, Journal of Cross-Cultural Psychology,18(2), pp. 143–164.Cooke, F.L. (2004)’Foreign Firms in China, Modelling HRM Is a Toy Manufacturing Corporation’, HumanResource Management Journal, 14(3), pp.

 31–46Scullion, H. and Collings, D. (2006). Global Staffing.

New York: Routledge.                

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