QUESTION
IT IS A REFLECTIVE JOURNAL.
On the top of each journal, clearly mention the topic AND the word count, journal will comprise of three sections:
1. Explain: In this section, student do a brief analysis of the “Prescribed Reading” for the week. This is not a ‘cut and paste’ job from lecture notes and prescribed reading but expressing in the ‘student’s own words’, the key elements of the topic(s) covered and how they integrate with each other.
2. Expand: In this section, students will critically analyse “at least two but ideally five”, The papers may include recommended and additional readings as posted on the course web site for each week or any other relevant reading you may identify on the topic(s). Just mentioning references to extra readings is not good enough. You need to briefly summarise their key findings and compare and contrast the viewpoints expressed in the readings, in order to critically analyse them.
3. Critical Reflection/Analysis: In this section, students will write about their own reflections of the topic(s) covered in terms of how the topic(s) apply to their work setting and/or national context. It depends on the student’s academic and work background as well as their country of origin in order to apply the theories/concepts discussed in the class to a ‘real world situation’.
You need to go beyond “superficial” reflections. A deep reflection involves going beyond a lay man’s understanding of the topic and deals with it in an academically rigorous way and well informed by readings. This section attracts maximum marks and therefore, should be addressed in greater detail compared to other sections.
Link your observations to real life examples by questioning their relevance to your country, industry or company you might be working now or in the past or to companies that are in news. Alternatively, use the case studies and/or videos listed under learning resources for each week. While your personal reflections don’t require references, if you are analysing an industry or company, you need to quote the source of your knowledge/analysis (company web site, news paper articles etc). Make sure to clarify how the observations made relate to the topic being discussed for the week
SOLUTION
Strategic Human Resource Management (500 words)
International HRM has gained importance in the face of rapid globalization over the past 15 years. To be globally successful, a multinational enterprise must be competitive, efficient, adaptive, locally responsive and must be able to transfer knowledge across units (Schuler & Tarique, 1997). The article explores the North American perspective of IHRM using a thematic framework propounded by Schuler et al. (1993). It shows MNE effectiveness as a culmination of the themes of – strategic MNE components, Exogenous and Endogenous factors, and IHRM issues, policies and practices. An important sub-theme of Strategic Management components is Cross-Border Alliance. Good IHRM practices enable a CBA to achieve its objectives of – learning, efficiencies, and control. International Joint Venture is considered the most complex form of CBA and its implications for IHRM have been analyzed by the author. The article concludes with a list of 20 suggestions for future research in the field of IHRM, taking into consideration the realities of a global economy.
The works of Hofstede, Cappelli and Farndale are significant in the context of Strategic HRM in Asian economies. According to Hofstede (2007), management policy is molded by local culture and differs across countries. He also maintains that core management problems have shown continuity over time. He propounds that Asian countries are different from Western societies in that they are – collectivist, have high power-distance, have low uncertainty avoidance, are feminine and are long-term oriented. Cappelli’s (2010) article talks about ‘The Indian Way’ of doing business that believes in pursuing social goals, investing in employees, use of ‘Jugaad’ and inward-looking business strategies. This business model has been successful and has lessons for the US model which prioritizes shareholder wealth-maximization. Farndale (2010) discusses the importance of Global Talent Management in the face of increasing labor mobility and intense competition for talent at the global level. He highlights that challenges for GTM are especially acute in emerging economies and suggests new Corporate HR roles for successful GTM.
SHRM is more complex in India. Setting up business, taxes, contract enforcement, labor laws are tougher in India than in developed economies. Hofstede’s (2007) work is quite pertinent in the realm of Indian management. India has high power-distance and appreciates hierarchy. There is an innate acceptance of inequality between the powerful and the weak. Employees prefer a paternalistic leader and interaction with superiors is formal. Indeed, some of the most successful Indian leaders like– JRD Tata and Dhirubhai Ambani have displayed a paternalistic style. Indians are also collectivist. Group incentives are commonly used by businesses. Businesses are also ingrained with social as well as profit-seeking objectives. This also reflects what Cappelli (2010) said about ‘The Indian Way’. ITC and Tata Group are two examples of business groups that view society as a stakeholder in business. About two-thirds of Indian businesses are family-run unlike in the West. Despite increasing globalization, families continue to remain at the helm though professional managers are making their way up the hierarchy. ‘Jugaad’ or circumventing the rules through innovation has been highlighted by both Cappelli and Hofstede as uniquely Indian.
Referencing List:
Cappelli, P et al.. (2010). The India Way: Lessons for the US. Retrieved 2012, April 1 from https://mail-attachment.googleusercontent.com/attachment/u/1/?ui=2&ik=292985a96f&view=att&th=13668dbdbcd12d33&attid=0.2&disp=inline&realattid=3f9b509be098dd00_0.2&safe=1&zw&saduie=AG9B_P8PGDKJJq5dvgFfK_RL5gD4&sadet=1333293211761&sads=iOD2dZl4wIwI7WQixV1jntE9L6Y
Farndale, E; Scullion, H; Sparrow, P. (2010). The role of the corporate HR function in global talent management. Retrieved from 2012, April 1 from https://mail-attachment.googleusercontent.com/attachment/u/1/?ui=2&ik=292985a96f&view=att&th=13668dbdbcd12d33&attid=0.3&disp=inline&realattid=3f9b509be098dd00_0.3&safe=1&zw&saduie=AG9B_P8PGDKJJq5dvgFfK_RL5gD4&sadet=1333293228144&sads=Hz5OhEg6pAi-xT_FShe29Fi4bsI
Hofstede, G. (2007). Asian management in the 21st century. Retrieved 2012, April 1 from https://mail-attachment.googleusercontent.com/attachment/u/1/?ui=2&ik=292985a96f&view=att&th=13668dbdbcd12d33&attid=0.4&disp=inline&realattid=3f9b509be098dd00_0.4&safe=1&zw&saduie=AG9B_P8PGDKJJq5dvgFfK_RL5gD4&sadet=1333293231218&sads=cKKWYPLTO8D6rvoJyRsvAjt7r70
Schuler, R & Tarique, I. (2007, May 5). International Human Resource Management: a North American perspective, a thematic update and suggestions for future research. Retrieved 2012, April 1 from https://mail-attachment.googleusercontent.com/attachment/u/1/?ui=2&ik=292985a96f&view=att&th=13668dbdbcd12d33&attid=0.1&disp=inline&realattid=3f9b509be098dd00_0.1&safe=1&zw&saduie=AG9B_P8PGDKJJq5dvgFfK_RL5gD4&sadet=1333292664291&sads=C61Nn7ReejpR2f00YEjCC76owYM
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