hrmn 467 case study part 2

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HRMN 467 HRMN467 GLOBAL HUMAN RESOURCE

MANAGEMENT CASE STUDY PART 2

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hrmn467-global-human-resourcemanagement-case-study-part-2/

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HRMN 467 UMGC Global Human Resource Management Paper

User Generated

Business Finance

University of Maryland Global Campus

Description

Please separate each part by tilting it "PART 1" "PART 2" "PART 3".

Each Part requires a minimum of THREE REFERENCES.

ONLY use the resources I provide and I will identify for which part to use them. Please use in-text citations (APA 6th or 7th edition). Include reference list after each part.

Background:

Fit 4 Life is a fitness chain throughout the United States. They recently decided to open up four new gyms in London, with the objective of growing the organization globally and establishing an international presence.

The premise of Fit 4 Life’s strategy is that clients use gyms as a social event. They promote clubs, small groups and large events throughout the month to encourage clients to come together socially as well as to work out. Each club has a general manager and 3-5 fitness instructors who provide support for the clients and the events.

The organization has decided to use this expansion as a pilot project and if all goes well, they will consider spreading out across Europe and South America. This is a strategic endeavor, so it is important that the organization finds an effective formula to operate successfully in the global arena.

The organization has hired you to provide consultation on how they should proceed.

Part 1 (Minimum 800 words)

This assignment allows you to demonstrate mastery of the course outcomes 3 and 4:

• Identify the key challenges and trends in the changing globalized workforce in order to implement effective human resource practices

• Analyze and assess global human resource policies, practices, and functions in order to meet an organization's goals and objectives while maintaining the values and traditions of the local culture

You are part of the HR department. You supervisor asks you to write a memo to management that explains recruiting, selecting and staffing employees for the new clubs. Some of the questions they would like to see addressed are:

1. What are the different sources of staffing and which one would be recommended for these new clubs? (Both the general manager and the instructors)

2. How should recruiting be carried out?

3. What kind of selection process should be used?

Respond to the management with a memo. Respond to each question and give a suggestion on how the club should proceed.

Be sure to support your suggestions with both the literature and current facts or statistics that you research for this task, as well as information from the course. You should use at least three sources from the class materials.

Part 2 (Minimum 900 words)

This assignment allows you to demonstrate mastery of course outcomes 2 and 4:

• Distinguish national and global culture and the impact they have on the globalized workforce in order to contribute to human resource practices across countries and cultures

The management team has now hired 4 managers, who are PCNs (parent country nationals). Now they need to figure out how to develop a compensation plan that is aligned with the company’s compensation but also takes into consideration the host country’s financial situation. You are asked to:

a. Put together a compensation plan along with a balanced scorecard. Assume that the base salary of a manager in the U.S. is $5500 a month. You may need to do some additional

research to find out what taxes are in London, what is a typical housing allowance, and cost of living.

b. List the top three benefits that should be offered to the expatriate. Explain why you chose these as the most important.

Review the Balance Sheet Approach to Compensation in the course file “Global Compensation” in week 5.

Use at least three course resources for this assignment.

Part 3 (Minimum 900 words)

This assignment allows you to demonstrate mastery of the course outcomes 1 and 4:

• Demonstrate the inter-cultural competencies of an effective citizen

The organization has hired four general managers. The success of these managers is vital to ensure the success of the expansion into the international market. You are asked to propose the content and format of a 5 day training program for the new managers. Typically, this will consist of some pre-departure training, as well as some in country training upon arrival.

Your task is to put together a proposal for the training program. Your proposal should include three sections:

a. Importance of Training. Explain why training is such a critical factor in expatriate success. Present an argument for this, using literature and statistics. See: “Learn to support your arguments” in week 7 readings.

b. Importance of Intercultural Competency. Describe intercultural competency and why it is important for these managers. How are you going to assess intercultural competency? How are you going to include this in the training?

c. Proposal for 5 day training. Create an agenda for three days of training. Include topics to be addressed and rationale. See example:

Explanation & Answer

Hey buddy,Here is the final papers. Let me know if you need any edits done.It was a pleasure working with you. Running Head: GLOBAL HUMAN RESOURCE MANAGEMENT Title Name of Student Institution Affiliation Course 1 GLOBAL HUMAN RESOURCE MANAGEMENT Key challenges and trends in the changing globalized workforce in order to implement effective human resource practices Some of the key challenges that arise from the control and coordination of a globalized workforce include cultural differences. For the company to be able to penetrate a foreign market, it is necessary to understand how businesses within the target foreign market. Culture implies attempting to mitigate differences with regard to how a department is able to define the work ethic of the foreign staff. An organization may need to find how to maximize productivity while maintaining a culture that abides by the cultural norm of the market. There are several aspects that need to be assessed in order to define the best approach to mitigate cultural factors. The first cultural factor that needs to be considered is what is described by Hofstede as the individualistic-collectivist dimension, which categorizes a culture in terms of the motives and objectives. For an individualist region, the people are more inclined to pursue goals that only appease their need for personal achievement and self-preservation. A global company would need to determine the change that comes from adopting a more group-oriented approach if its company values were built to cater to a more individualistic environment. Societal structures such as communist political structures tend to have less incentive to increase productivity due to the reduced returns that are divided according to the needs of the community. The second challenge entails the economic structures of the target market. Capitalist structures and cultures will give people more incentive, thus will have a higher tendency to increase productivity. However, communal structures will lean towards high taxes, which will impede progress for personnel working in the foreign region. Labor laws will provide the terms for compensation, which have a bearing on the HR activities in the region. Mitigation of such differences proves to be a challenge for the organization as it can have a bearing on the overall success or lack thereof in a foreign market. 2 GLOBAL HUMAN RESOURCE MANAGEMENT One policy that has been implemented with regards to HRM operations in foreign markets is the implementation of transnational scope. In such an approach, key decisions are made from the perspective of a global environment, where factors that focus on cumulative aspects of foreign markets take precedence. A transnational representation is also a key policy that needs to be considered for a multinational organization. This is due to the key aspect of a need to have the umbrella organization have a multicultural outlook that shows consideration for the foreign markets themselves. In line with this, it may be appropriate to have the organization employ and manage local employees as a prerequisite for foreign HR operations instead of expatriates (Agodzo, 2014). However, there is a need to establish a method of close monitoring of resource allocation for the foreign establishment to ensure transparency and efficiency are maintained. The key objective should be to boost the productivity and success of the organization while ensuring that the contemporary cultures are put in place. 1. In the case of Fit 4 life, there are several staffing sources that can be applied to have sufficient personnel to stabilize and optimize operations. One approach would be to deploy expatriates from the home country. These are staff members who have worked in the fitness establishment for an extended period of time, which could give them an edge with regards to spearheading the expansion of the organization to overseas markets (R...

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HRMN 467-International HRM Case Study Part 2

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