IHRM4032 - International Human Resource Management (IHRM) - University of Strathclyde - Muscat Oman

 

a) “The challenges facing the parent company”

It can be observed as ALS Limited, Australia tends to internationalise its business operations and extend the reach into further nations, such as China and Shanghai several issues can be faced by the business corporations. At the primary stage, the language barrier may become one of the most critical issues for the company as due to lack of communication the probable offerings of the company can be perfectly presented to all the customers at the new region (Grigoryan and Kotova, 2018). In addition to that, poor customer experience and cultural differences of China or Shanghai can also create a significant barrier for internationalisation. Besides that, legislation rules and government policies can also harm the prospect of the ALS, Australia in the new business region (Taylor et al. 2016).

b) “A brief job description for the CEO of this new operation, and advice to the board on the best way of selecting a suitable candidate”

It can be stated that the responsibilities of the CEO are a crucial aspect of internationalisation. In addition to that, the CEO of ALS limited, Australia, must understand the characteristics of new demographics and customer preferences of the customers in the regions. Besides that, the CEO of ALS can be made several deals with the new shareholders of the manufacturing industry of China and Shanghai, so that a considerable supply chain can be assured (W?sowska, 2017). However, the following recommendations can be acquired so that a suitable candidate can be selected:

  • To acquire a suitable candidate a pre-screen and phone interview can be incorporated.
  • The enquiries of the employees must be properly acknowledged so that the skills and area of knowledge of all the candidates can be observed.
  • The board of director should understand the skills of the employees so that they can easily fit into the business culture of the company (Galyapina and Lebedeva, 2016).
  • To understand the capability of the employee’s board of directors must take the interviews in various organisational environments.

c) “A discussion of, and a recommendation on, which international staffing approach should be used to appoint the managers of the manufacturing operation”

It can be recommended that the ethnocentric approach can be acquired to international staffing can be initiated. In addition to that, the managers can be properly recruited and can easily instruct the manufacturing operations in the new region. Besides that, by using the ethnocentric approach the positive positions of the company can also be utilised in the new region and managerial business decisions can also be acquired by analysing the vision and mission and objectives that are created by the headquarters of the ALS Limited (Berry et al. 2016).

d) “Given the cultural, climatic and geographical differences between your home country (Middle East UAE or UAE) and Russia, discuss the personal and professional work-life challenges which will be faced by the expatriate senior management”

The differences in between cultural and geographical aspects in of Middle East UAE and Russia

Aspects of differences

Middle East UAE

Russia

Cultural

It can be observed that in the middle east of UAE regions mainly the Muslim predominated. Also, there are Sunni Muslim and Shi'ite Muslim cultural can also be seen in this area

Facts, custom and traditions are the major aspects of cultural pieces of Russia. Besides, Russia has a long-term and rich cultural history that includes literature, dance and painting traditions

Climate

The colossal regions of the nation are typically more humid and most of the part of the year hot weather can be acknowledged

The winter sessions of the nation are mostly dry and covered with snow

Geographical

The region is covered with Gulf of Yemen and UAE

The country can be recognised as the world’s largest country by area

Table 1: Differences in between cultural and geographical aspects in of Middle East UAE and Russia

(Source: Nizamova, 2017)

In the second part, it can be observed that there are some of the core discussions in between the personal and professional work-life challenges that will be confronted by the senior management of the organization. It can be noted that due to the cultural, climatic as well as the geographical differences, the main challenges will be faced by the workers those who will lose the motivation and will deliver the less productive work to the organization. Due to the extremely hot temperature and cultural barriers between the societies, it can be noted that the main challenge will be faced like Globalization. That will include greater complexities and also greater political as well as economic risks in the same period (John, 2016). There are also uncertainties within the attendance mark of the employees in the same period. Within the globalization period and proximity, it can be noticed that managers or the senior managers will face a greater challenge to manage all kinds of employees from different castes and religion within the workspace and that too by maintaining sheer global perspectives and organizational decency. The maintenance of the integrated system is much needed to be maintained at the same time and that makes bitterer when the regionalism involves within the matter (John, 2016).

On the other hand, in the recent era, the senior managers will also face a huge amount of difficulties with the core quality and productivity specifically with the international competitors. Due to the differences in between cultural and geographical aspects in of Middle East UAE and Russia, the employees will also face huge barriers for managing core concentration in the workplace. Therefore, the senior managers will also face issues with productivity and quality, that might not be delivered by skilled and efficient employees due to the different external barriers. Additionally, it can be observed that ownership is also a very bright and important issue, where the senior management officials of any organization face a huge amount of problem (Ryabichenko and Lebedeva, 2016). Thereby, it can be understood and managers need to be aware off the demands and needs of the partners that they are claiming from the business perspective. On the other hand, senior managers have their biggest threat on the strategic formulations as well as the environmental measures, where the way of business opportunities and approach will be different from the company side to the clients and customers (Rubtcova and Pavenkov, 2019).

e) “Based on your understanding of Russian culture, identify the main external stakeholders in this new venture and explain why they are important to your company”

With the help of the sheer knowledge about the Russian culture, there can be some of the core engagement of external stakeholders for the new ventures. There can be new stakeholders like “Institute of Cognitive Neuroscience, International Laboratory of Microphysiologyical Systems, International Laboratory of Social Neurobiology, International Laboratory of Statistical and Computational Genomics, International Laboratory for Supercomputer Atomistic Modelling and Multi-scale Analysis, International Laboratory for Population and Health and International Laboratory for Social Integration Research”. These are the effective stakeholder’s those will be more important for the new venture, which will be set up in a few months (Nikolaeva et al. 2018). These are the important institutions, those have integrated through different experts of biological sciences and health sciences. That is why they are much appreciable in the modern world as well as in Russia.

Question 2

 a) “Describe the talent recruitment program you would use to attract and retain the best Russian employees”

As per the core responsibilities of the Human Resources Director of the international company in the home country UAE, it is the responsibility to fix over new talent recruitment programs as the company has planned to build over new factories in Russia. The company has also planned to send some of the expatriate team members for visiting the factory location in Russia. Therefore, as per the designed plans and procedures of the human resource director, it can be observed that a clean and concise talent recruitment program, will be established where all the employee will be allowed those are having their age between 18-29 years old (Galyapina and Lebedeva, 2016).  After the identification of the hiring needs and prepare for the job description, the talent search criteria also need to be assessed by the team. The interviewing procedures, evaluation and the offer of the employment also are included within the core proximity at the simultaneous manner.

Within the core talent recruitment program, as decided by the human resource director of the home country, has been decided that the applicant, whose age is between the 18-29 years need to pass three skill tests, where the third stage will be the tougher and questions or tasks will be of the artificial intelligence as well as checking emotional intelligence at the same period (Kotova, 2017). In these methods, the talented employees and the skilled workers can be selected out from the whole attendants of giving the examination.

b) “Some of your colleagues feel that cross-cultural training is a waste of time. Based on your analysis and understanding of the culture in your home country (Middle East UAE or UAE) and the Russian culture set out the arguments justifying cross-cultural training”

Based on the core analysis of the cross-cultural training between the home country and Russia, with the help of Hofstede’s model of cultural dimension, it can be observed that in overall competency, UAE is much lower than Russia in the ranking. The cross-cultural training is completely dependent on the individualism criteria of Hofstede’s model of cultural dimension (Kuzio, 2018). Within the individualism criterion, it can be observed that Russia scores about 39, whereas UAE scored around 25, which is quite lower. Therefore, the self-integrity and accessibility between the employees and the individuals are more in Russian than the UAE. That is why it will be much easy for the members of the organization to manage a certain group of employees as the people of Russia believes in teamwork and collectiveness.

 

Figure 1: Hofstede’s model of cultural dimension ranking

(Source: Lisovskaya, 2016)

On the other hand, it can be observed that, in the power distance section, Russia scored 93 where the UAE has scored around 90. It states that all the cultural mass participants hold the power and they direct the other employees (Suchland, 2018). In masculinity, Russia ranked 36, where UAE ranked 50 and in the chapter of uncertainty avoidance, Russia ranked 95, whereas UAE ranked 80. However, in the last chapter, it can be much observed that there are some long term orientations of the business opportunities in Russia, where it ranked around 81 out of 100 (Pfanenshtil et al. 2019).

c) “Set out the arguments you would use to justify the importance of introducing a system of performance management in the factory to your Russian employees”

According to Kuzio (2018), it can be observed that justification of the main arguments and importance of introducing a system is very important, specifically for performance management. The authors have stated that in the new organizational culture, the introduction of the new system is much appraised and it should be designed by the human resource director at the same time. The performance management system is the next stage to the talent management program, where the employees will be given the adequate skills and training formulations for giving the best products to the company (Stoyanka, 2017). The performance management system like the usage of Key Performance Indicator tools and technique need to be learnt by the human resource management system, that needs to be build up for mitigating future absurdness and challenges to the organization.

d) “Given the cultural, climatic and geographical differences between your home country (Middle East UAE or UAE) and Russia, discuss the personal and professional work-life challenges which will be faced by the expatriate senior management”

Aspects of differences

Middle East UAE

Russia

Cultural

There are worshipping facilities of other cultures are also available that includes 13% of Hindu population (Allen Jr, 2016).

White communities can be seen in the society of Russia and consideration of the religious symbols can also be seen in this case (Yakunin et al. 2016).

Climate

Middle East UAE is mainly comprised of dry and hot climate (Umar and Egbu, 2018).

The climate of Russia is highly continental. With hot and warm summers to extremely cold winter can be observed in Russia throughout the year (Hauser, Orth and Seneviratne, 2016).

Geographical

The middle east UAE is mainly situated in southern Asia and is bordered by the Arabian Sea. (Al-Kindi et al. 2017).

Russia has a vast stretch in the entire east and northern Europe (Ioffe, 2018).

Table 2: Differences in between cultural and geographical aspects in of Middle East UAE and Russia

(Source: Maslova, 2018)

e) “Based on your understanding of Russian culture, identify the main external stakeholders in this new venture and explain why they are important to your company”

In Russian culture, it can be identified that the government is the most influential as well as the main external stakeholder for any of the new ventures. It can be observed that 23.9 billion dollars have been issued by the central government of Russia for the new ventures and entities in the country. It is because there are very least organizations in the country with a very low range of population (Maslova, 2018). Thereby, to enhance the gross domestic profit of the country, the central government gives more support to foreign companies. The other external shareholders are customers, suppliers and distributors to any business entity.

 

 

References

Al-Kindi, K.M., Kwan, P., Andrew, N. and Welch, M., 2017. Impact of environmental variables on Dubas bug infestation rate: A case study from the Sultanate of UAE. PloS one12(5).

Allen Jr, C.H., 2016. UAE: the modernization of the sultanate. Routledge.

Berry, J., Galyapina, V.N., Lebedeva, N.M., Tatarko, A.N., Kh, L.Z., Mikhailova, V.V., Nadkin, V.B., Pilishvili, T.S., Koyanongo, E., Ryabichenko, T.A. and Abakumova, I.V., 2016. Psychology in Russia: state of the aRt.

Galyapina, V.N. and Lebedeva, N.M., 2016. is multiculturalism in Russia possible? intercultural relations in north ossetia-alania. Psychology in Russia: State of the Art, 9(1), pp.24-40.

Galyapina, V.N. and Lebedeva, N.M., 2016. Is multiculturalism in Russia possible? Intercultural relations in North Ossetia-Alania. Psychology in Russia: State of the Art, 9 (1), 24-40.

Grigoryan, L.K. and Kotova, M.V., 2018. national identity Management strategies: Do They help or hinder adoption of Multiculturalism in Russia?. Psychology in Russia, 11(3), p.18.

Hauser, M., Orth, R. and Seneviratne, S.I., 2016. Role of soil moisture versus recent climate change for the 2010 heat wave in western Russia. Geophysical Research Letters43(6), pp.2819-2826.

Ioffe, G., 2018. Continuity And Change In Rural Russia A Geographical Perspective. Routledge.

John, B., 2016. Comparative analysis of Canadian multiculturalism policy and the multiculturalism policies of other countries. Psychology in Russia: State of the art, 9(1).

John, B., 2016. Intercultural relations in Russia and Latvia: the relationship between contact and cultural security. Psychology in Russia: State of the art, 9(1).

Kotova, M.V., 2017. Social psychological factors of multicultural adoption policy in Russia: A review. Cultural-Historical Psychology.

Kuzio, T., 2018. National Minorities in Putin’s Russia. Diversity and Assimilation.

Lisovskaya, E., 2016. Religious Education in Russia: Inter-Faith Harmony or Neo-Imperial Toleration?. Social Inclusion, 4(2), pp.117-132.

Maslova, O.V., 2018. Value shifts in Vietnamese students studying in Russia. Psychology in Russia. State of the Art, 11(2).

Nikolaeva, Y.V., Grimalskaya, S.A., Petrosyants, D.V., Zulfugarzade, T.E., Maystrovich, E.V. and Shestak, V.A., 2018. Philosophical view of multiculturalism in modern European cinematography. European Journal of Science and Theology, 14(6), pp.205-214.

Nizamova, L.R., 2017. Minority Claims and Multiculturalism in Russia: Dilemmas of the National and Regional Agenda of the 2010s. Nation-building and Identities in Post-Soviet Societies: New Challenges for Social Sciences, 47, p.55.

Pfanenshtil, I.A., Yatsenko, M.P., Kudashov, V.I., Mongush, A.L. and Rakhinsky, D.V., 2019. Multiculturalism And Educational Practice: Problems Of Socio-Cultural Identity Preservation. In The European Proceedings of Social & Behavioural Sciences EpSBS (pp. 1493-1502).

Rubtcova, M. and Pavenkov, O., 2019, September. Principle of Multiculturalism in Intercultural Communication. In WRFER-International Conference on Business Management and Social Innovation (ICBMSI) Vizag, Andhra Pradesh, India (pp. 25-26).

Ryabichenko, T.A. and Lebedeva, N.M., 2016. Assimilation or integration: Similarities and differences between acculturation attitudes of migrants from Central Asia and Russians in Central Russia. Psychology in Russia: State of the art, 9(1), pp.98-111.

Stoyanka, H., 2017. Relationships between levels of organizational support, multiculturalism and acculturationin contemporary organizations. ?????? ??????? ?? ????? ?? ???????–???????. ????? ?: ?????????? ?????, ???????? ? ???????, 3.

Suchland, J., 2018. The LGBT specter in Russia: refusing queerness, claiming ‘Whiteness’. Gender, Place & Culture, 25(7), pp.1073-1088.

Taylor, J.P., Brown, R.H. and Cleveland, D.W., 2016. Decoding ALS: from genes to mechanism. Nature539(7628), pp.197-206. 

Umar, T. and Egbu, C., 2018. Perceptions on safety climate: a case study in the UAEi construction industry. Proceedings of the Institution of Civil Engineers-Management, Procurement and Law171(6), pp.251-263.

 W?sowska, A., 2017. The internationalisation of family firms: the role of the ownership structure and the composition of top management team. Entrepreneurial Business and Economics Review5(1), pp.169-185.

Yakunin, V.N., Yamashev, V.M., Anuchin, O.I., Adaevskaya, T.I. and Ovsyannikova, N.V., 2016. Religious tourism and pilgrimage in Russia: cultural-historical analysis. The Turkish Online Journal of Design Art and Communication6(NVSPCL), pp.2595-2603.

 

 

 

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