human resources management Conduct a series specific case studies companies, countries, approach issue human resource management development. Specific comparative analysis made practices U.S. countries.
Human resource management -- the case of McDonald's and Wal-Mart's HRM practices in Europe, Asia and the United States of America
The role of human resources management has changed dramatically throughout the past recent decades. Once the people operating the machineries and blindly implementing the decisions made by the managers, the employees have gradually metamorphosed into the most valuable organizational assets. They are the ones who put together their knowledge to create intellectual capital and support the employers in attaining their objectives.
The modern day staff members create value for the organization and represent it in all aspects of the business dimensions and the interactions with other categories of stakeholders -- customers, business partners, the general public, governmental and non-governmental institutions and so on. And this trend in the importance of the human resource is supported by the emergence of the services sector -- the largest generator of revenues and employment facilities --, but it is also present in all companies, services or non-services centric.
In this order of ideas, human resource management becomes a key success factor by striving to generate employee loyalty and performance, and the ultimate support in attaining organizational goals. Developing and implementing a HRM program is however a more difficult task, and it is pegged to a wide array of elements, such as managerial traits, the sector in which the company operates, the organizational resources or the nature of the work completed.
All these factors are quantitative, in the meaning that they can be measured and addressed in a numeric and objective manner. Still, there are other factors which are more salient and less difficult to address. One of these factors is represented by culture, in the meaning that it is intriguing to observe how the culture in one region impacts the human resource practices of the economic agent.
Answering this question is a highly intricate endeavor, for the specific reason that the role of culture in shaping human resource management is a qualitative factor -- it cannot be measured or quantified. It will as such be addressed through systematic research of various companies in diverse global regions. Emphasis would be placed on the HRM practices they developed and the scope is that of identifying whether differences occur and if they are pegged to the features of the local cultures.
2. Human resource practices in selected comparisons
The role of culture in shaping the human resource processes is rather difficult to estimate, but it is commonly accepted that such a role does indeed exist. Laraine Kaminsky (2002) for instance believes that "culture impacts on every stage of the HR cycle, from selection and recruitment, to feedback, evaluation, coaching, and exit interviews." In other words, when conducting international operations, the multinational corporation would develop HRM practices based on the features of the local culture.
On the other hand, it is also commonly accepted -- by a different spectrum of researchers -- that multinational corporations develop their own cultures, which they implement globally. In this order of ideas, regardless of the market in which they operate, the multinationals would develop the same HRM practices, as belonging to their own culture, rather than the local cultural features. "Organizations develop a culture of their own that is distinct from the national and industry contexts in which the organization is embedded, thus ignoring the potential impact of external environmental factors on organizational culture" (K'Obonyo and Dimba, 2007).
These statements regarding the role of culture in the development of HRM practices are quite generic, and in order to address the issue at hand from a more particular viewpoint, it is necessary to review the HRM practices implemented by specific multinational corporations operating in Europe, Asia, as well as the United States. For purposes of comparison, the cases of fast food giant McDonald's and retailing leader Wal-Mart would be assessed.
2.1. Culture and location in management
McDonald's and Wal-Mart are two of the most successful companies at the global level. They are often blamed for the impact of unhealthy nutrition on the population, respectively for the sacrifices made in the name of the lowest price, but from an economic standpoint, they are the epitomes of business success and the emblems of the globally triumphant American corporation.
The human resource management practices at McDonald's are centered on the attraction of employees, their retention and their training. McDonald's is globally renowned for promoting...
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