Columbia Southern University Globalized Culture and Human Resource Management Paper Instructions As the newly promoted vice president of human resources (

Columbia Southern University Globalized Culture and Human Resource Management Paper Instructions

As the newly promoted vice president of human resources (HR), you are an influential member of the decision-making team that will select a country for global expansion.

For this assignment, follow the instructions below.

Develop a chart to compare and contrast the cultures of two specific countries to which your organization is looking to expand. The two countries must be on different continents, and you must use a minimum of 10 criteria from established cultural frameworks.

Write a 500-word synopsis of how culture impacts HR management in a global organization.

Identify two employment laws for each of the two countries you are considering for expansion.

Explain the significance of the laws and how they differ from U.S. laws or laws in your state.

Evaluate how each law could affect your hiring process and/or organization in general.

Identify which of the two countries you will recommend for the global expansion of your organization. Write a 500-word synopsis in which you summarize why you selected that country.

Explain how this choice will benefit your organization.

Finally, develop a hiring strategy for the new location, taking into consideration what you have learned about the country’s laws and culture.

You must use at least three sources to support your project. All sources must be properly cited. Adhere to APA Style when creating citations and references for this assignment. UNIT VIII STUDY GUIDE
Going Global
Course Learning Outcomes for Unit VIII
Upon completion of this unit, students should be able to:
3. Assess the role of culture in human resource management practices within a global organization.
3.1 Determine how culture impacts human resource management in a global organization.
3.2 Determine the impact of employee rights and laws in potential expansion countries.
3.3 Compare and contrast foreign cultures to determine the best fit for global expansion.
Course/Unit
Learning Outcomes
3.1
3.2
3.3
Learning Activity
Unit Lesson
Video: HR Basics: Organizational Culture
Article: “Multinational Corporation Management Strategies and International
Human Resource Practices: Bringing IHRM to the Bottom Line”
Article: “Motivation, Leadership, and Organization: Do American Theories
Apply Abroad?”
Web page: “Employee Rights When Working for Multinational Employers”
Unit VIII Project
Unit Lesson
Video: HR Basics: Organizational Culture
Article: “Multinational Corporation Management Strategies and International
Human Resource Practices: Bringing IHRM to the Bottom Line”
Article: “Motivation, Leadership, and Organization: Do American Theories
Apply Abroad?”
Web page: “Employee Rights When Working for Multinational Employers”
Unit VIII Project
Unit Lesson
Video: HR Basics: Organizational Culture
Article: “Multinational Corporation Management Strategies and International
Human Resource Practices: Bringing IHRM to the Bottom Line”
Article: “Motivation, Leadership, and Organization: Do American Theories
Apply Abroad?”
Web page: “Employee Rights When Working for Multinational Employers”
Unit VIII Project
Required Unit Resources
In order to access the following video resources, click the links below.
Gregg Learning. (2018, October 19). HR basics: Organizational culture [Video file]. Retrieved from
https://c24.page/k2rcytcyd4zas3dj9vgmq593c
In order to access the following resources, click the links below.
Caligiuri, P. M., & Stroh, L. K. (1995). Multinational corporation management strategies and international
human resource practices: Bringing IHRM to the bottom line. The International Journal of Human
Resource Management, 6(3), 494–507. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=5835623&site=ehost-live&scope=site
MHR 6451, Human Resource Management Methods
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Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories
abroad?
UNIT x apply
STUDY
GUIDE
Organizational Dynamics, 9(1), 42–63. Retrieved from
Title
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=5143098&site=ehost-live&scope=site
U.S. Equal Employment Opportunity Commission. (n.d.). Employee rights when working for multinational
employers. Retrieved from https://www.eeoc.gov/facts/multi-employees.html
Unit Lesson
You are excited about the new opportunity because you realize it would be highly beneficial to gain
international experience. As a result, you start to do more research. While this move can benefit you
professionally and open more doors for you in the future, globalization can also be great for the organization.
Kelly (2019) agrees, and she states that having staff with international experience will improve and speed up
the process for an organization that would like to focus on global expansion. While you have vacationed
internationally and experienced other cultures, you never really thought about the cultures of other countries
from a business and leadership perspective.
Regardless of how good a globalization strategy is, the culture of the new location will have an impact on an
organization’s success or failure. You read the article, “Understanding and Developing Organizational
Culture” (2018), and you discovered that there is not one single definition of culture. You realize that you have
a good understanding of culture and globalization but decide that you need to do some additional research as
you embark on this journey.
Globalization
Globalization in the marketplace has been increasing rapidly for at least the last 20 years. Many organizations
are expanding operations into a global market. There are many pros and cons about the impact of
globalization, and it is critical that the process is conducted carefully and that due diligence is performed in
identifying all potential factors, impacts, and requirements. Supporters of globalization indicate that this
promotes economic growth, allows for more competition, and lowers prices of products for consumers. If your
car came with a detailed list of where each individual part came from, you would see that they are made in
several countries.
There are those who do not support globalization because they believe it results in job losses in the home
country. There is also concern regarding differences in international laws, taxes, labor wages, and minimum
ages. By focusing on culture from a leadership perspective, you must take into account how all of these
factors can impact your current organization, its employees, your stakeholders, and even your community.
Cultural Frameworks
There are many different cultural frameworks. Ng, Lee, and Soutar (2007) evaluated the cultural differences
between Hofstede’s framework and Schwartz’s framework. The frameworks help one to understand national
culture and its relationship to an organization’s culture. Both Hofstede and Schwartz discovered that there
were greater cultural differences between countries than within the countries. Hofstede views culture as a
system of values and norms shared by people. Hofstede’s focus is data driven where countries are given
MHR 6451, Human Resource Management Methods
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numerical scores based on how culture relates to values in the workplace. As UNIT
such, xeither
framework
STUDY
GUIDE can be
used for an analysis of the different countries. Review the differences in their frameworks
below.
Title
Hofstede’s Framework and Schwartz’s Framework
Hofstede’s framework (Hofstede, n.d.)
Schwartz’s framework (Ng et al., 2007)
Cultural Impact on Global HR Practices
By using one of the cultural frameworks (or even a combination of both), you can make sense of cultural
influences. Before expanding operations, Nagele-Piazza (2018) suggests that organizations should first
identify a key individual who will direct and control employees for international projects. The leadership should
decide on a strategy about hiring local nationals, which are employees hired for jobs in their own country.
Third, it is important to understand the local employment laws. Additionally, privacy laws should be reviewed.
MHR 6451, Human Resource Management Methods
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You cannot assume that employment, labor, and privacy laws are the same orUNIT
evenxsimilar
to GUIDE
those in the
STUDY
United States or your state. Some of the differences might surprise you.
Title
As the leader of this initiative, you now understand the impact that culture will have on decisions that are
made regarding workplace planning, recruiting, staffing, training, compensation, performance evaluations,
and employee morale. You also know that instead of using just a cultural framework, you can provide an
analysis of the different countries by doing research about the country in order to determine the scope of the
impacts its culture may have on your organization and its globalization efforts. To do so, the following are
some of the questions that you need to ask.
?
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What are the working generations in the population?
What is the overall size of the workforce?
Will the organization be located in an urban or rural area?
What is the national language?
What is the political system?
What is the economic system?
What is the legal system?
What type of educational system do they have?
What type of healthcare system do they have?
Are there unions?
What is the average salary?
What type of infrastructure is there?
Are there any technological restrictions?
Once the organization decides where to expand its global operations, organization culture should then be
reviewed.
Organizational Culture
Organizational culture includes the beliefs, attitudes, behaviors, artifacts, ceremonies, stories, rituals, values,
and assumptions of the organizational members. You know that culture impacts the HR management
function. Years ago, back in your first job, the focus was the bottom line; you did whatever needed to be done
to reach financial goals. Employees were expected to work until late evening; they often worked on holidays,
and employees were not appreciated. Teamwork was not encouraged, and as such, employees were not nice
to each other. In your second job, you had the opportunity to work in Germany. You discovered that you were
not permitted to work more than 8 hours a day (and definitely not on Sunday) as you were not in the service
industry. There is a connectedness between a country’s culture and organizational culture. For example, let’s
say that you want to show your appreciation for employees in the expansion location with a paid company
lunch. Gartman et al. (2018) reminds us that culture is something that may impact something as simple as a
company lunch. In Germany, you may serve hamburgers, but in India, you would not out of respect for the
likely greater incidence of employees who may not eat meat or that particular kind of meat. You understand
the complexity of globalization and have now started thinking about recruiting and selecting employees.
Recruiting and Selecting Employees
One of the first things you are asked to do is recruit and hire employees. It would be unrealistic to assume
that all employees will come from your organization located in the United States. You decide to evaluate
different staffing strategies. Caligiuri and Stroh (1995) did a study evaluating international HR staffing
approaches. In their study, they found that the ethnocentric staffing policy was less effective than the
polycentric, regiocentric, and the geocentric staffing approaches.
If your organization used an ethnocentric staffing approach, all of the key positions would be filled by home
country or parent-country nationals. Parent-country nationals are individuals working in another country other
than their country of origin. A polycentric approach is where the host-country employees manage the
organization located in their country. If you employ a regiocentric strategy, both the host-country nationals and
third-country nationals (those who are not from the home or host country) are selected for key positions. In
other words, those selected are from the region. With a geocentric approach, you select the best person for
the job regardless of where they are from. This approach can be tricky, especially if there are local laws or
agreements in the legal language of the expansion that require a minimum number of locals to be hired.
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Additionally, hiring all or a majority of non-host-country employees could create
tension
in the GUIDE
local community
UNIT
x STUDY
and be seen as insulting their culture.
Title
Once you have decided on the staffing approach that you will employ, you need to focus on determining how
you will compensate and train new employees. This, of course, will differ depending on whether they are from
the home country, the host country or a third country. You, therefore, need to be aware of all laws that might
affect this process.
Employee Rights and Laws
According to the U.S. Equal Employment Opportunity Commission (EEOC, n.d.), employees working in the
United States or its territories are protected by EEO laws. If employees are working for an organization that is
incorporated with, based in, or has sufficient connections with the United States, they are protected by EEO
laws.
However, as a U.S. employer with operations in another country, it is important to know the local laws as they
may supersede requirements of Title VII of the Civil Rights Act, the Age Discrimination in Employment Act,
and the Americans with Disabilities Act. Many other laws also must be considered from an HR perspective.
For example, Dowling (2019) discussed the differences in data collection laws. In European Union countries,
internal emails cannot be used for an investigation that may get someone fired. If the term personal is in the
subject line, an employer may not read the employee’s email. In France, internal emails cannot be accessed
unless there is approval by the court where a court officer will oversee the review. In Alberta, Canada, an
employee must agree that the employer can read their emails. Brin (2019) shared that in France, employers
with a least 50 workers must negotiate with unions and allow workers to disconnect from work technology
after work hours. This is considered important to worker safety and health. In Spain, there is a similar new law
affording remote workers the right to disconnect. According to the new law, there should also be training to
avoid computer fatigue. However, it should be noted that there are no penalties if the law is not followed in
both countries.
Conclusion
After doing an evaluation of employee rights and laws, you realize that the decision to globalize and the
process it entails is incredibly complex. Evaluating the culture of the country, the organizational culture, and
the impact on HR practices is critical. However, after doing your research, you are confident that you will be
able to help leadership make the important decisions regarding globalization through proper evaluation and
assessment of the options. You will demonstrate this in this unit’s assignment.
References
Brin. D. W. (2019, May 20). France and Spain: Right to disconnect spreads. Retrieved from
https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/global-francespain-right-to-disconnect.aspx
Caligiuri, P. M., & Stroh, L. K. (1995). Multinational corporation management strategies and international
human resource practices: Bringing IHRM to the bottom line. International Journal of Human
Resource Management, 6(3), 494–507 Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=5835623&site=eds-live&scope=site
Dowling, D. C., Jr. (2019, August 7). How to gather documents overseas in a global investigation. Retrieved
from https://www.shrm.org/ResourcesAndTools/legal-and-compliance/employment-law/Pages/globalinvestigations-gathering-documents.aspx
Gartman, C., Woods, W., & Morey, R. (2018). Culture eats strategy for breakfast. Franchising World, 50(4),
38–39. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=edsbig&AN=edsbig.A537410949&site=eds-live&scope=site
MHR 6451, Human Resource Management Methods
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Hofstede, G. (n.d.). The 6-D model of national culture. Retrieved from https://geerthofstede.com/culture-geertUNIT x STUDY GUIDE
hofstede-gert-jan-hofstede/6d-model-of-national-culture/
Title
Kelly, N. (2019). 5 ways to foster a global mindset in your company. Retrieved from https://hbr.org/2019/07/5ways-to-foster-a-global-mindset-in-your-company
Nagele-Piazza, L. (2017, June 20). 4 HR points to consider when going global. Retrieved from
https://www.shrm.org/hr-today/news/hr-news/conference-today/pages/2017/4-hr-points-to-considerwhen-going-global.aspx
Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?
International Marketing Review, 24(2), 164–180. Retrieved from https://search-proquestcom.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337
Understanding and developing organizational culture. (2018, August 13). Retrieved from
https://www.shrm.org/resourcesandtools/tools-andsamples/toolkits/pages/understandinganddevelopingorganizationalculture.aspx
U.S. Equal Employment Opportunity Commission. (n.d.). Employee rights when working for multinational
employers. Retrieved from https://www.eeoc.gov/facts/multi-employees.html
Suggested Unit Resources
In order to access the following resources, click the links below.
The following resources provide a framework for better understanding the concepts presented in this unit.
Farndale, E., Paauwe, J., Morris, S. S., Stahl, G. K., Stiles, P., Trevor, J., & Wright, P. M. (2010). Contextbound configurations of corporate HR functions in multinational corporations. Human Resource
Management, 49(1), 45–66. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bsu&AN=47805875&site=ehost-live&scope=site
Ng, S. I., Lee, J. A., & Soutar, G. N. (2007). Are Hofstede’s and Schwartz’s value framework congruent?
International Marketing Review, 24(2), 164–180. Retrieved from https://search-proquestcom.libraryresources.columbiasouthern.edu/docview/224316744?accountid=33337
MHR 6451, Human Resource Management Methods
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