Assignment Sample on BMG935 CRN International HRM
Introduction
Conceptualization of an efficient international human resource management (HRM) framework can benefit an organisation with extended operational flexibility by removing relational issues and barriers. The present assignment will pay attention to highlight valuable consequences related to international HRM from the perspective of a renowned global retail service provider Marks & Spencer. In this regard, wider literature review will be conducted by recognising valuable academic perceptions regarding the attributes of international HRM. Moreover, a brief company background will be added before outlining relevant International HRM issues faced by them in different global markets. A theoretical interpretation will also be preferred in order to analyse the mentioned International HRM issue. Lastly, a set of recommendations will be outlined for addressing those issues.
Review of the relevant literature
Human resource management (HRM) is the most important section of an organisation that helps the company to attain competitive edge along with attracting a skilled workforce. As demonstrated by Chams and García-Blandón (2019), multinational organisations have a huge number of employees and it becomes very important for them to manage them efficiently. However, internal HRM allows the organization to be efficient in their training and development along with building enhanced manufacturing capabilities among the organisation as well (Kianto et al. 2019). Moreover, the HRM allows the organisation to develop managerial skills and knowledge that helps in building better abilities to handle the business and other operations. Furthermore, with efficient HRM in a corporation, the performance management will eventually start to enhance the productivity of the organisation. As suggested by Dirani et al. (2020), in order to gain advantages in the marketplace all of the small and large enterprises are moving towards being efficient with their HRM practices. HRM is the process that reduces the conflicts and differences among the employees along with attaining more opportunities for the organisation and for the employees as well.
As mentioned by Abdeldayem and Aldulaimi (2020), HRM is one of the major aspects that every organisation has in order to manage and monitor productivity through employee engagement and satisfaction. International HRM on the other hand, emphasises on the international regulations and policies while operating business in different countries (Sposato and Rumens, 2021). However, if an organisation does not put efforts in managing a better human resource management across the organisation it may lead towards the failure of the business. As demonstrated by Kianto et al. (2019), poor HRM will encourage high turnover rates along with inefficient processes of hiring which will lead to poor skilled workforce and understating. Furthermore, it will also boost low morale and improve the chances of legal issues for the corporation as well.
Challenges of international HRM
Managing an international HRM is not an easy task as it is connected with the entire corporation and its well-being. As mentioned by Sposato and Rumens (2021), HRM has huge responsibilities and through mitigating all the aspects of an efficient HRM, there are certain challenges, which evolve during the period of time.
Structure of International HRM
As demonstrated by Ristic et al. (2021), structuring the function of the HRM is quite critical due to the distance in geographical areas. As the technology has became the source, through which everything is sorted with one video conferencing. However, there are few challenges in technological sources as well. Digital disruption is one of the major challenges that contribute to several problems. However, through this disruption, it eventually changes the culture and process of the business (Ristic et al. 2021).
Managing Relationship
The most impetrative role of HRM is to provide encouraging feedback to the employees to be productive and efficient with their work. As suggested by Samimi and Sydow (2021), feedback is the essential process to monitor and look after the entire workforce productivity that helps in managing the relationship of both managers and the employees. Job satisfaction and high morale depends on the environment of the corporation that will only be possible through encouraging better relationships across the organisation. As mentioned by Samimi and Sydow (2021), to foster an effective relationship, constant monitoring and feedback are essential that will eventually improve the culture of the corporation along with enhancing profits.
Communication problems
As demonstrated by Abdullah et al. (2020), cultural issues have become the major driving force that evokes the communication challenges in the international HRM. The cultural differences are the key elements that force the corporation’s efficiency in managing HRM towards poor communication and productivity. Communication plays a vital role in improving the workplace environment and productivity. As suggested by Abdullah et al. (2020), due to geographical distance and psychological barriers, lack of communication starts to emerge in a corporation, and moreover, it leads to conflicts and misunderstanding that can severely hinder the reputation as well as production of the organisation.
Impact of international HRM on Multinational Corporation
It is essential to understand the possible influence of International HRM on the MNCs. As it is already mentioned that managing international HRM is quite tricky but if it is settled down effectively, then it can implicate advantages to the corporation and its business activities as well (Storgaard et al. 2020). Better and effective HRM will have enhanced and advanced training and development programmes which will eventually improve employee satisfaction. The more highly skilled workforce participate in business dealing, more the company will attain opportunity and success in the international market. As demonstrated by Ohunakin et al. (2019), in order to develop the business, it is important to develop the workforce and its culture, which improves the retention rate as well. The entire cycle of business is interrelated to each other. The process of hiring and recruiting is expensive and time compulsive however it is entirely beneficial as well (Cooke et al. 2019). Moreover, if the HRM policies of an organisation are effective over the business operation then will certainly act as a catalyst for organisational development. Furthermore, the influence of effective HRM in MNC is immense and one of them is the satisfaction of the employees. Moreover, the more the corporation will flourish the culture and the values will automatically improve and enhance the environment to be productive and efficient. As mentioned by Levy and Reiche (2018), culture and values are the roots of a company and through engaging HRM, the MNC will effectively operate its business in the international markets. Furthermore, the international HRM creates a productive pool, which allows the workforce to dive in there to attain all this knowledge, and skills that will take the organisation towards far better opportunities along with improved global recognition (Ohunakin et al. 2019).
Overview and History of the MNC
Marks & Spencer is the multinational organisation that deals with clothing, food products, and home appliances as well. The organisation is found to be operating in the retail industry and it was founded in 1884 in the United Kingdom (Marks & Spencer plc, 2021). The founders of the brand are Michael Marks and Thomas Spencer. Moreover, the headquarter of the organisation is reported to be in London, UK. The multinational corporation is found to be dealing with several brands such as Per Una, Goodmove, M&S Collection, Boutique, M&S Energy, Rosie and many more (Marks & Spencer plc, 2021). It has been reported that the organisation has its 959 stores only in the UK and among them 616 of the stores sells food products along with providing delivery services as well. The brand has found to be providing the best quality and latest fashion trends to the consumers. Adding to this, the brand believes that it is important to be sustainable and responsible towards the source, style, and fabrics that are utilised. Furthermore, the MNC has attained revenue of £10,181.9 million along with a net income of £254.8 million (Marks & Spencer plc, 2021).
Outline of the International HRM issue
Serving as a renowned global retail service provider, Marks & Spencer has experienced distinctive issues concerning their human resource management attributes. The worldwide operations of the organisation highlighted problematic concerns regarding the involvement of child labours in different global markets. This is eventually recognised as an unethical practice due to which the organisation’s brand reputation also comes at stake. For example, the operations of Marks & Spencer across Indonesia can be considered where child labours are preferred by the organisation as an integral part of considering cost optimised operations. Similar consequences can also be reflected from the organisational perspective in Turkey where proactive engagement of child labours was disclosed with an undercover investigation conducted by Panorama (Lusher, 2016). The Syrian refugee children are engaged by Marks & Spencer in the organisational clothing factories where three Syrian children aged less than 16 were involved by Marks & Spencer in their manufacturing operations in Turkey. However, the same attribute can also be recognised across the Bangladesh market where Marks and Spencer blamed for hiring child workers in their operations and manufacturing.
On the other hand, another unethical practice was followed by Marks & Spencer along with maintaining child workers in their factories and manufacturing plants. The topmost concern in this context highlights the consideration of low wages for potential workers of Marks & Spencer. The attributes of underpayment highlighted the provision of only 35p per hour for the workers operating across the organisation as factories in Bangladesh (Murphy, 2019). The consequences of workers underpayment have also been maintained by Marks & Spencer across their Indonesian factories. The organisation has been accused of selling clothes made by child labours who are also working for less than 50p for 10 hours a day in the organisational factories in Jakarta (Milne, 2021). These mentioned incidents highlight significant issues in the area of human resource management for Marks & Spencer.
On the other hand, a negative impact was also observed in case of Marks & Spencer regarding the maintenance of work-life balance for potential child workers working for them in their manufacturing plants and factories in several countries. In Turkey Marks & Spencer was found to mark their operating hours at 12 hour per day. Moreover, the organisation’s operations in Bangladesh eventually recorded working shifts of potential labour and workers up to 16 hours (Murphy, 2019). This evidence highlights the negative influence upon the workers work-life balance from the organisational perspective.
The consequences of abusive treatments can also be noticed within the operations of Marks & Spencer across the international market. The female employees of Marks & Spencer claimed about their experience regarding workplace harassment and verbal abuses. The employees were called as “daughters of prostitutes” by the organisation’s managers in case of not being able to comply with impossible targets set by them (Murphy, 2019). An unhygienic workplace atmosphere was also maintained by Marks & Spencer in this context where potential employees were forced to work despite being ill.
The aforementioned incidents highlight inadequate focus of the organisational HRM upon employee welfare due to which the consequences of workplace harassment, inclusion of child labour, provision of low wages, extended working hours, and others are observed.
Analysis of the international HRM issue or problem
The mentioned International HRM issues of Marks & Spencer usually highlight the consideration of a hectic workplace environment where the consequences of workplace abuses along with underpayments are noticed. In order to analyse the mentioned International HRM issues, the HR value chain model can be considered.
HR value chain model
In accordance with the theoretical understanding, relational responsibilities of HRM can be segmented into a couple of categories including HRM activities and HRM outcomes. Activities include regular operations such as recruitment and succession planning, compensation, arranging for training and development facilities, and others (Hensen and Dong, 2020). These activities are also recognised to measure the HR efficiency metrics with regards to the consideration of cost optimisation and accurate decision on behalf of the organisation. The HR outcomes, on the other hand, highlights valuable goals and objectives associated with the core business values and objectives of an organisation. In this manner, an organisation looks forward to efficiently achieve established goals under the shape of operational flexibility. This flexibility recognises the HRM outcomes concerning the area of employee satisfaction and motivation, increasing dedication, employee retention, and others (Whittington et al. 2017). From this viewpoint, the overall theory can be considered as a sequential parameter to justify the efficiency of an organisation’s human resource management attributes.
From the perspective of Marks & Spencer, relational HRM issues like workplace harassment and abusive practices, underpayments, inadequate work-life balance, involvement of child workers, and others are noticed. These attributes usually recognises inadequate HRM attention from the organisational perspective due to which the workplace flexibility and efficiency has come at stake along with the organisational brand reputation over respective markets. General HRM activities are maintained by the organisation where the prospects of ethical business practices were avoided (Whittington et al. 2017). This feature played a great role with regards to minimise the organisational brand image across Bangladesh, Turkey, Indonesia, and others. The attributes of employee motivation had not been achieved by Marks & Spencer as the company found to be forcing the child workers to work for more than 8 hours per day with comparatively low wages. It eventually highlights unhygienic workplace conditions where the employee motivation and dedication was put at the bottom level.
Similar consequences can be notified from another respective organisational perspective where the consequences of child labour eventually minimised their market reputation to some extent. For evidence, the context of a renowned global retailer Tesco can be considered that was accused of employing child labours in their operations across Bangladesh (Murphy, 2019). Another respective children cloth seller Mothercare was also accused of a similar criminal offence concerning the involvement of child workers in Bangladesh. The provision of a toxic workplace environment had eventually provided a negative influence upon the workers’ motivation and dedication level due to which the organisational service efficiency was disrupted to some extent.
In order to efficiently manage and address these issues, Marks & Spencer initiated to outline strict rules and regulations concerning the welfare of their workers and potential employees. The corporate principles of Marks & Spencer provided a prolific focus with an employee-centric approach where valuable human resource policies are also conceptualised. The most essential concern in this context reflects the promotion of an environment free from discrimination and harassment along with victimisation (Marks & Spencer, 2021). Equal treatment is eventually preferred by Marks & Spencer along with respecting cultural and individual diversity. The employee work-life balance is highly emphasised by the organisational HR department. In this regard, Marks & Spencer decided to comply with national laws along with benchmarked industrial standards in different countries and markets in order to provide swift working hours for their workers and employees. Workplace grievances are also developed by Marks & Spencer where transparent and fair procedures are followed for employees to raise concerns about their issues and problems. In order to avoid the consequences of workplace harassment and abuse, the organisation’s management along with the HR department conceptualised a zero-tolerance policy as an integral part of creating a positive work environment (Marks & Spencer, 2021).
As compared with Marks & Spencer, similar strategic initiatives are also undertaken by Tesco. The organisational HR department eventually paid attention to highlight valuable codes and regulations in order to efficiently address the allegations raised against their people management approach in the foreign markets. Adequate focus is also kept by the organisation towards the implementation of ethical practices while managing employees and workers in the organisational in-store and in-house operations (Rosnizam et al. 2020). From this standpoint, a profound similarity can be notified between Marks & Spencer and Tesco concerning the mitigation of child workers’ issues in the international markets.
The overall analysis highlights real business evidence of Marks & Spencer regarding the disclosure and mitigation of HRM issues. However, the competition between Marks & Spencer and Tesco eventually highlights similar strategic interventions for efficiently managing the issues of child workers and others. With regards to this concern, the consequences of an employee-centric approach can be assumed to act in a favourable manner for reducing and removing human resource management issues as mentioned in this case (dos Santos and Pedro, 2020). However, profound application of the HR value chain model can be recognised from the perspectives of Marks & Spencer with the modification of regular HRM operations by including strict rules and policies. It might be supportive to increase the focus of Marks & Spencer to look for efficiently handling human resources by eliminating the issues as mentioned before.
Conclusions and Recommendations
The overall assignment has provided an evaluation of international HRM with the help of adequate academic perceptions. Relational challenges of international HRM have highlighted the consequences of structure and relationship management, communication issues and others. From the perspective of multinational corporations, International HRM provides extended impact with regards to ensure improved workplace culture and employee motivation. The context of Marks & Spencer highlighted different issues like child labours’ inclusion, workplace harassment and abuse, low wages and others. The HR value chain model has been evaluated with regards to highlight efficient HRM outcomes in the form of enlarging employee satisfaction and motivation by removing mentioned HRM issues.
Recommendation
A set of recommendations can be suggested to Marks & Spencer concerning how the company can avoid and mitigate the mentioned HRM issues. The organisation’s management will have to look for maintaining profound communication with the organisational branches across different markets and countries with active involvement of an expatriate. This initiative can force the organisational factories and manufacturing plants to abide by the ethical practices concerning the inclusion of child labour and others. Profound surveillance is also recommended for the organisational management and leadership in terms of effectively applying the code of conduct for HR management in the foreign markets. The inclusion of an independent ombudsman is eventually suggested in order to consider a regular reporting of workplace abusive issues. These initiatives can efficiently eliminate problematic issues in the international business context of Marks & Spencer.
References List
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