BE462 International Human Resource Management Sample

BE462 International Human Resource Management Sample

Introduction

An organisation operating in the global market should undertake international human resource management in order to manage their global workforce. In this regard, the following study would take Tesco under consideration. The study would reflect how a cross-cultural support package for the expatriate can be developed who is being sent to India.

PART A

Business strategy and needs

The objective of the organisation for the expatriation process would be to train some of the regional managers in India regarding the newly adopted organisational management strategy. The organisational structure of the company in India would need to change and the expatriate would be facilitating this change (Barros et al. 2019).

Furthermore, the individual also is sent to the market of India to learn about the cross-cultural differences in India and Tesco so that better cultural management can be adopted. The nature of the expatriation would be cross-cultural adaptation where the individual would not only be sent to train the individuals in a foreign country but they would also learn themselves regarding their culture so that a cultural balance can be established both in the domestic and foreign market.

The company is willing to launch a new range of processed food items. The potential size of the market is significantly larger than that of the UK considering the used population of India. This is another reason why the expatriation process has been initiated so that the differences between the markets of the UK and India can be identified by the expatriate and reported back to the company’s headquarters based on which modifications and changes to the product can be done (Farndale and Sanders, 2017).

The demand for food items is significantly higher in the markets of India and considering the fast-paced life that individuals have started adopting in the Indian market the demand for processed food has increased. The food processing industry in India accounts for about 32% of the Indian food market, which is nearly one-third of the entire market (Tjosvold and Leung, 2017). As a result, the expectoration process would allow the organisation to gain a significant competitive edge by utilising appropriate cultural management in India.

Country analysis

In terms of general values, it has been seen that the customers present in the markets of the UK are more reliant on processed food due to which the demand for processed food is higher in the UK compared to India. The target population in both countries is working individuals and in this regard, it has been seen that people who have a busy schedule are more likely to consume processed food.

It has been seen that even when people have a busy schedule they find some time to cook and this reduces the demand for processed food to some extent (Barmeyer et al. 2019). However, this trend is also changing and in the metro cities of India and the general values of consumers present in both these markets is becoming more or less similar.

In terms of the political-legal and social-economic situation, it can be stated that the markets of the UK are more favourable for business compared to that of India where political factors can often cause problems for foreign companies operating in the Indian markets. However, in specific situations, it has also been seen that Government support has allowed several foreign countries to operate successfully in the markets of India, which is a beneficial aspect.

In terms of economic factors, the purchasing power of consumers in the markets of the UK is considerably higher and the frequency of purchase is also high. When it comes to the Indian market, an uneven wealth distribution can be seen in the society due to which organisations can often fail to avail benefits from the significantly high population in the country (Romani et al. 2018).

Adding to that, in terms of social institutions and socio-economic behaviour of consumers the preference of consumers in both these countries are shifting more towards processed foods which is an opportunity Tesco needs to utilise.

In terms of standard of living, the population and customers present in the UK have a higher standard of living therefore higher purchasing power over when it comes to India due to the uneven wealth distribution, the gap in the standard of living is quite high.

A large number of consumers belong to the middle class in the Indian market due to which flexibility of pricing strategy needs to be a key focus (Bouranta et al. 2019). In terms of the physical environment, the markets of the UK are much more favourable for Tesco compared to that of India.

Job analysis and job description

The position required in a foreign country would be a regional manager. The main skills and experience that is necessary to be present within the individual would be proficiency in cultural management, emotional intelligence, active listening skills, and problem-solving skills. These are some of the major skills that are necessary to be present in the expatriate (Haile and White, 2019).

Part B

Cross cultural training support package

With regards to the cross-cultural support package for the expatriate sent by Tesco in India, distinctive emphasis can be reflected upon understanding the current market culture of India and aligning it with potential offerings of Tesco. However, the cross-cultural training package is segmented in different contents and approaches that are specially outlined to ensure successful launch of a new range of processed food items in India. With regards to this concern, the cross-cultural support package will include-

Creation of cultural interrelation

The training package will start by focusing on avoiding the cultural mismatch between employees belonging from different cultural backgrounds. Serving as a worldwide operator, Tesco has usually obtained a diverse and inclusive workplace environment. Due to this reason, the beginning of the training will emphasise on establishing a cultural interrelation between potential employees of the local market along with the expatriate sent by the organisation (Sachsenmaier and Guo, 2019).

In this regard, an employee operating with a high designation within the organisation will be picked and promoted with an intention to help the expatriate to be familiar with the Indian market culture. It can eventually benefit Tesco managers with a proper understanding of the workers’ mindset and cultural beliefs.

Based on this instinct, the expatriate might be able to profoundly develop the internal workplace culture of the organisation, which might be supportive to encourage respective local market employees to provide their level best performance on behalf of the organisation.

Maintenance of collaboration

A collaborative approach is likely to be undertaken as an integral part of ensuring profound cultural interrelation based on which the organisational regional managers could be efficiently trained by the expatriate (Galán-Muros et al. 2017). The expatriate usually obtains adequate knowledge of the organisational business strategy and model according to which the Indian market operations will be headed.

Due to this reason, the training session will include a profound focus upon the maintenance of a collaborative atmosphere as a subsequent parameter. This will ensure a successive cultural connection between the expected and local market employees concerning the alignment of organisational core business values in the expanded market of India.

Understanding business needs, market, and consumer trends

The expatriate holds adequate knowledge about the organisational business values and model along with offerings. As mentioned before, the training session will also include the promotion of a designated local market employee of Tesco. This local market employee will work collaboratively with the expatriate in order to make the company familiar with the current market and consumer trends (Kaukab et al. 2020).

Being a local market resident, the employer will have profound knowledge regarding consumer purchasing behaviour. This understanding might add a greater value to empower the cross-cultural training package with proper support. The alignment between the organisational business strategy and the current market trends will be compared in this case for assessing the probable efficiency of the new range of processed food items to be launched by Tesco in India.

Pedagogical approaches

Different pedagogical approaches will be considered for supporting this cross-cultural training package. These approaches might include both project-based and collaborative learning as an integral part of developing fundamental soft skills. The project-based approach can play a significant role in critically assessing the accountability and acceptance of the emerging processed food items of Tesco to the Indian consumers (Dilekli, 2020).

Moreover, the prime intention of the organisation concerning the introduction of new food items can be benefited with a project-based approach by ensuring product development if required. The inclusion of the local market employee can be supportive in this regard for generating a profound understanding of the market choice and consumer preferences. According to this, the company is likely to differentiate their new food items as per the Indian consumers’ choice.

On the other hand, a collaborative pedagogical approach will also be considered as a sequential parameter to improve different soft skills related to the business areas. These skills include critical thinking ability and creativity, innovation and communication, teamwork, and others (Tsai, 2019). The expatriate will pay attention to empower collaborative learning by forming different small teams considering the maintenance of cultural diversification.

This factor might be able to develop collaborative learning based on which innovative ideas might be generated by the employees. Along with the improvement of teamwork, the local market employees can also be familiar with the empowerment of critical thinking ability and thereby justifying the development of the organisational products as per the Indian market instincts.

The overall cross-cultural training stations will be run for one month. A practical evaluation will be conducted by the expatriate as an integral part of ensuring the success of this training package. The training will start from 2nd January 2022 till 1st June 2022.

The cross-cultural support will eventually involve proactive surveillance from the organisational management and leadership based in their home country. This attribute can generate a greater value by enlarging the dedication and motivation level of their potential workers and employers operating in the Indian market.

The training is significant for Tesco in terms of effectively assessing the Indian market culture and thereby developing their products according to the consumer preferences and choice. In the context of expanding their services and new food items in the Indian market, unique cultural values of Indian consumers are likely to be considered (Volk and Zerfass, 2018). It can help the company with successful product development if required for enlarging its accountability in front of the Indian consumer market.

Conclusion

The overall essay has been attentive to identify the business strategy and needs of Tesco with regards to launch newly processed food items in the Indian market. The country analysis between the UK and India has eventually signified different cultural differences considering the attributes of consumer perceptions and their purchasing behaviour from both the political and socio-economic insights.

In this regard, Tesco will send an expatriate where an extended training support package will be provided as an integral part of aligning with the Indian market culture with new range of processed food items. The project-based and collaborative learning approaches will be considered for ensuring the training efficiency by recognising the significance of maintaining cultural interrelation between Tesco and potential Indian market.

 

 

 

References

Barmeyer, C., Bausch, M. and Moncayo, D., 2019. Cross-cultural management research: Topics, paradigms, and methods—A journal-based longitudinal analysis between 2001 and 2018. International Journal of Cross Cultural Management, 19(2), pp.218-244.

Barros, L.B.L., Petroll, M.D.L.M., Damacena, C. and Knoppe, M., 2019. Store atmosphere and impulse: a cross-cultural study. International Journal of Retail & Distribution Management.

Bouranta, N., Psomas, E., Suárez-Barraza, M.F. and Jaca, C., 2019. The key factors of total quality management in the service sector: a cross-cultural study. Benchmarking: An International Journal.

Dilekli, Y., 2020. Project-based learning. In Paradigm shifts in 21st century teaching and learning (pp. 53-68). IGI Global.

Farndale, E. and Sanders, K., 2017. Conceptualizing HRM system strength through a cross-cultural lens. The International Journal of Human Resource Management, 28(1), pp.132-148.

Galán-Muros, V., van der Sijde, P., Groenewegen, P. and Baaken, T., 2017. Nurture over nature: How do European universities support their collaboration with business?. The Journal of Technology Transfer, 42(1), pp.184-205.

Haile, S. and White, D., 2019. EXPATRIATE FAILURE IS A COMMON CHALLENGE FOR MULTINATIONAL CORPORATIONS: TURN EXPATRIATE FAILURE TO EXPATRIATE SUCCESS. International Journal of Business & Public Administration, 16(1).

Kaukab, M.E., Adawiyah, W.R., Setyanto, R.P. and Suroso, A., 2020. Accelerating small firms’ production process improvement through international market knowledge and valuable, rare, inimitable, and organized resources and capabilities. Business: Theory and Practice, 21(1), pp.322-328.

Romani, L., Mahadevan, J. and Primecz, H., 2018. Critical cross-cultural management: Outline and emerging contributions. International Studies of Management & Organization, 48(4), pp.403-418.

Sachsenmaier, S. and Guo, Y., 2019. Building trust in cross-cultural integration: A study of Chinese mergers and acquisitions in Germany. International Journal of Cross Cultural Management, 19(2), pp.194-217.

Tjosvold, D. and Leung, K., 2017. Cross-cultural management: foundations and future. Routledge.

Tsai, P.H., 2019. Beyond self-directed computer-assisted pronunciation learning: a qualitative investigation of a collaborative approach. Computer Assisted Language Learning, 32(7), pp.713-744.

Volk, S.C. and Zerfass, A., 2018. Alignment: Explicating a key concept in strategic communication. International Journal of Strategic Communication, 12(4), pp.433-451.

 

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