Globalisation of HR at Function Level: Exploring the Issues Through International Recruitment, Selection and Assessment Processes

Much of the debate around convergence-divergence is based around comparative analysis of HR systems. However, we need now to combine these insights with work in the field of IHRM on firm-level motivations to optimise, standardise and export HR models abroad. A series of the changes are being wrought on a range of IHRM functions – recruitment, global staffing, management development and careers, and rewards - by the process of globalisation highlighting the difference between globally standardised, optimised or localised HR processes. This paper reports on a study of firm-level developments in international recruitment, selection and assessment, drawing upon an analysis of four case studies each conducted in a different context. Organisations are building IHRM functions that are shifting from the management of expatriation towards supplementary services to the business aimed at facilitating the globalisation process, and this involves capitalising upon the fragmentation of international employees. As HR realigns itself in response to this process of within-function globalisation (building new alliances with other functions such as marketing and IS) the new activity streams that are being developed and the new roles and skills of the HR function carry important implications for the study of convergence and divergence of IHRM practice. Globalisation at firm level revolves around complexity, and this is evidenced in two ways: first, the range of theory that we have to draw upon, and the competing issues that surface depending on the level of analysis that is adopted; and second, the different picture that might emerge depending upon the level of analysis that is adopted. This paper shows that although the field of IHRM has traditionally drawn upon core theories such as the resource-based view of the firm, relational and social capital, and institutional theory, once the full range of resourcing options now open to IHRM functions are considered, it is evident that we need to incorporate both more micro theory, as well as insights from contingent fields in order to explain some of the new practices that are emerging

The Importance of Internal and External Factors for the Selection Decision of Expatriates

Today’s global business environment sets the platform for international employee assignments. As organisation globalise their operations, the roles and responsibilities of the Human Resource department are transformed and face the pressure of globalisation. Therefore, the selection of expatriates to fill international assignment is challenging because of the complex nature of internal and external factors of the selection decision of expatriates like Cost, Expatriate Performance, Expatriate Failure, Political factor, Legal factor, Economic factor, Socio-culture, Family requirements, and Multinational enterprise requirements (MNE), etc. The result of the studies shows the complex nature of the expatriate selection decision during the international assignment which will have a huge impact on the selection decision of expatriates and the success of the organisation on the global level market in the world of competition

Cross- Border Union Alliances and Transnational Collective Bargaining: A Case Study in a Canadian MNC

The last two decades have seen an emergence of new forms of international employee representation within multinational corporations (MNCs). In EU member states, the management at MNCs find themselves having to deal with statutory European Works Councils (EWCs) while at a more global level some studies show a multiplication of solidarity network s and cross-border union alliances put in place by reinvigorated Global Union Federations (GUFs). In order to evaluate the extent to which these cross-border alliances can support the development of transnational collective bargaining within MNCs, this article draws on a single case study conducted recently in a Canadian MNC in the commercial printing industry, namely Quebecor World Inc. In recent years, before the dismantling of this Canadian multinational, union officials sought to coordinate the various unions in this company internationally and to open up a new space for collective bargaining at the transnational level by negotiating an international framework agreement with its management

Managing in a post-merger/post-acquistion period in service industry: Focus on bank industry in Rochester area

For the past years the takeover technique and merger defense have been paid special attention and have been closely studied. However, the inside experience in newly merged organizations, the challenges that management faces and the solutions for problems often remain uncovered. Most importantly, if the management does not put efforts, the merger is not going to work. This study is an attempt to present a view to an insight of managing in a post-merger/ post-acquisition situation in a service enterprise. The study includes the following aspects: Mergers and Acquisitions: What causes companies to merge? The Process of Merging/Acquiring. Reasons for Mergers and Acquisitions. History of Mergers and Acquisitions. Current situation in Mergers and Acquisitions market: in general, Mergers and Acquisitions in Service Industry, Banking Industry, Hotel Industry. Mergers and Acquisitions practice in Marriott International. Employee satisfaction level in a post-merged situation and its effects. Managing and maintaining employee satisfaction in a post-merged environment

Global Employee Engagement Report: A Corporate Responsibility Practitioner's Guide

This is a Corporate Responsibility Practitioner's Guide designed to provide practical information to companies looking to expand their employee engagement programs internationally. The report explores the employee engagement landscape in five countries: China, Brazil, India, South Africa and the United Kingdom. SVCF surveyed existing literature (global and country-specific) and conducted in-depth interviews with 65 corporate and nonprofit practitioners who have direct experience with employee engagement programs in the five countries studied. The report identifies cultural nuances, policies and trends that practitioners should be aware of as they design locally relevant programs

Survey of Employers in two LGAs in Southwestern Sydney 2013-2014

This is a report on the responses of 82 employers in Campbelltown, Fairfield, Narellan, Camden and Smeaton Grange, to a 2013-2014 survey designed to gather employers’ views of their skilled labour needs, in order to remain competitive and grow through innovation. Overall recommendation A lighthouse Regional Manufacturing Innovation and Workforce Development Partnership be piloted, to pioneer a regional program of information exchange and shared workforce development accessible to small and medium businesses. This Government-funded model would be supported by creating seconded or earmarked cross-organisational staff positions and roles, with the brief of working across employer groups, key training organisations and the three tiers of government. Their brief would be to provide a focus for gathering, exchanging and disseminating information that is timely, targeted, well- integrated and readily digestible. This information would cover: - Case study approaches to setting up local innovation initiatives - Environmental scanning of technological developments and locally-relevant market opportunities in Australian and global markets - Best- practice tools such as strategies and resources for induction and advice about accessing customised delivery of accredited workplace, online and off-site learning to building workplace expertise - Regional Manufacturing occupational labour market data, and a regional job-matching website specifically for use by local employers and jobseekers. The Partnership would also provide funding and practical support for the creation of recognized workplace development programs and resource materials supporting small manufacturing businesses in training novices and in upskilling staff. The Partnership would have initial funding for five years, and be tasked with the specific mission of embedding into ongoing practice the structures and approaches it develops. Development of the Badgerys Creek Precinct provides a unique catalyst, with significant multiplier effects, for the creation of such a South Western Sydney Advanced Manufacturing Initiative, one of whose focal points might be an Advanced Manufacturing and Aircraft Maintenance hub

Building a Unique Collection through Collaboration

The UMB Digital Archive (DA) is the institutional repository for the University of Maryland, Baltimore (UMB), the health sciences and human services campus of the University System of Maryland. The Health Sciences and Human Services Library (HSHSL) launched the DA over ten years ago. Its purpose is to collect, preserve, and distribute the academic works and history of UMB as well as highlight special collections within the HSHSL. Content in the DA ranges from historical collections such as the original James Carroll, Yellow Fever Commission Letters to current UMB dissertations. This lightning talk will focus on a unique collection within the DA. Nine years ago the University of Maryland School of Social Work – the only social work program with a dedicated Employee Assistance (EA) curriculum as part of the larger MSW program – collaborated with the HSHSL to create the EA Archive. Its purpose is to provide a global repository for the field of Employee Assistance Programs (EAP) to preserve historical documents and share current publications and presentations. Content accepted for inclusion must have a significant focus on historical or current EAP topics, including workplace COVID management, occupational alcoholism programs, occupational health, workplace social work, occupational nursing, and other programs closely related to EAPs. This session will highlight the evolution of the EA Archive and discuss the role of each partner

Blended learning internationalization from the commonwealth: An Australian and Canadian collaborative case study

This case depiction addresses the contentious issue of providing culturally and globally accessible teaching and learning to international students in universities in the Commonwealth nations of Australia and Canada. The chapter describes the university systems and cultures, the barriers to authentic higher education internationalization, and the problems frequently experienced by international students. Two university cases are presented and analysed to depict and detail blended learning approaches (face-toface combined with e-learning) as exemplars of culturally and globally accessible higher education and thereby ideologically grounded internationalization. Lessons learned are presented at the systems level and as teaching and learning solutions designed to address pedagogical problems frequently experienced by international students in the areas of communication, academic skills, teaching and learning conceptualization, and moving from rote learning to critical thinking. The blended learning solutions are analysed through the lens of critical theory

The Tax Avoidance Industry: Accountancy Firms on the Make

The focus of the paper is upon the financial sector and, more specifically the involvement of global accountancy firms in devising and selling tax avoidance schemes euphemistically marketed as `tax planning?. Commenting upon some of the ?entrepreneurial? activities of these firms, Perrow (2010) observes that ?they knew what they were doing was fraudulent? (ibid: 314) as he notes that Greenwood and Suddaby?s (2006) widely referenced study excludes consideration of how partners in these firms were complicit in embracing the `alternative logics pressed upon them by their large corporate clients? (ibid: 314). An example is so-called ?alternative logics? is the construction and promotion of elaborate tax avoidance schemes by big accounting firms (Sikka and Hampton, 2005) which, we show, has become so deeply normalized within the Big Firms as to cast doubt upon their `alternative? status