An Organization Was Established 3 Years Ago And Has Earned A ✓ Solved

An Organisation Was Established 3 Years Ago And Has Earned an Outstand

An organisation was established 3 years ago and has earned an outstanding reputation throughout Singapore. It is planning to send a team of ten senior-level executives to an overseas assignment in their newly established offshore subsidiary for a period of one year to handle different aspects of an important project that requires strong team spirit and creative minds. You are the Human Resource Director of this organisation and have been appointed by your CEO to prepare and equip the team members with the necessary knowledge and information of this country and the climate/culture of the overseas subsidiary. This is aimed to assist them not only to survive but also to perform well in the overseas assignment as a team.

The CEO prefers to send a good mix of diverse team members for this posting, in an attempt to achieve a better level of creativity and innovation. Taking these into consideration, you plan to research on the subsidiary country with regard to its history, climate, culture, language, customs, working style, etc., so as to cater to the following diverse characteristics and backgrounds of the assignees and their preferences:

• Different religions
• Different genders
• Different family backgrounds
• Different languages
• Different diets
• Different sports and leisure activities

When researching the country that the team members are going to stay in for the next year, you must bear in mind that these team members have not worked overseas before. Your pre-overseas assignment briefings and training are crucial to their performance in the future.

Assignment Requirements

Your write-up must critically analyse the following aspects based on what you have learnt in the first 5 sessions:

1. Introduction of the chosen country and scenario & context of international HRM
2. Organizational design and structure of the overseas subsidiary in comparison with the headquarters in Singapore (Apply Hofstede’s national cultural dimensions to discuss the differences between home and host countries)
3. Analysis of the staffing process for the overseas assignment. Critically analyze the staffing strategy of selecting the right candidates for the overseas assignment. For example, in recruitment, do you want to deploy people from within or recruit employees from outside? For selection, which three (3) selection tools (including tests) do you want to adopt?
4. Analysis of the training and development process of the international assignees. Consider both pre- and post-overseas posting human resource development
5. Analysis of the remuneration package of the international assignees, considering compensation approaches (e.g., balance sheet approach) and adjustments before and after overseas posting
6. Conclusion: submissions and conclusions should be well considered, incorporating the personnel strategies of the company

You may choose any country as your host country (except your own home country and Singapore). You are required to consult and correctly reference a minimum of 10 different sources (e.g., books, websites, journal articles, current affairs magazines, newspapers). Write approximately 2000 words (+/- 10%), formatted as an essay with appropriate headings. Use APA citation style for in-text references and a full reference list. Avoid using bullet points or point forms. Ensure your essay applies Hofstede’s cultural dimensions to compare home and host countries. All content must be SEMANTIC HTML with proper use of headings and paragraphs for SEO and accessibility purposes.

Sample Paper For Above instruction

Introduction and Context of International HRM

The expanding global economy has necessitated that organisations engage in international human resource management (IHRM), which involves managing human resources across diverse cultural, legal, and economic environments (Dowling, Festing, & Engle, 2017). This paper explores the process of preparing a team for a one-year overseas assignment in Japan, a country known for its unique culture, technological advancements, and distinct business practices. Given the organisation’s strong reputation in Singapore, the successful deployment of this team requires strategic planning aligned with cultural sensitivities, effective staffing strategies, comprehensive training, and appropriate remuneration approaches.

Country Introduction and Scenario

Japan, an island nation in East Asia, is renowned for its technological innovation, rich cultural heritage, and advanced economy (The World Bank, 2023). As a host country for the international assignment, Japan offers a complex environment shaped by collectivist values, high power distance, and long-term orientation. Understanding these cultural dimensions is crucial for the success of the offshore subsidiary and the integration of the expatriate team (Hofstede Insights, 2023).

Organizational Design and Structure

Comparing the organisational structure of the Japanese subsidiary with the Singapore head office reveals significant cultural influences. Japanese companies often adopt a hierarchical yet consensus-driven approach, emphasizing group harmony and lifetime employment, contrasting with Singapore's often more flexible and performance-driven structures (Hashimoto, 2020). Applying Hofstede's dimensions such as high collectivism, high uncertainty avoidance, and long-term orientation explains these differences and aids in tailoring management practices.

Staffing Strategy

The staffing process involves selecting candidates who can bridge cross-cultural gaps effectively. A combination of self-initiated expatriates and local hires can be optimal (Tung, 2016). For selecting the expatriates, three tools are recommended: psychometric testing to assess personality fit; competency-based interviews to evaluate cultural adaptability; and language proficiency tests to ensure effective communication. These tools enable the organisation to identify candidates capable of thriving in Japan’s cultural context.

Training and Development

Pre-departure training should encompass cultural awareness, language skills, and specific business etiquette in Japan (Caligiuri & Tarique, 2012). Post-arrival, ongoing development through mentoring, feedback systems, and cross-cultural workshops are essential to support expatriates’ adjustment and performance. Continuous learning further consolidates skills needed for successful international operation.

Remuneration Packages

Compensation adjustments should consider the balance sheet approach to maintain equity between home and host country conditions (Schuler & Jackson, 2014). Factors such as cost of living, taxation, and benefits are incorporated. An expatriate package often includes base salary, housing allowances, tax equalization schemes, and repatriation bonuses, aligning incentives with organisational and individual needs (Mendenhall et al., 2017).

Conclusion

Effective international HR management entails strategic planning across organisational design, staffing, training, and compensation. Understanding cultural differences through frameworks like Hofstede’s dimensions facilitates better decision-making. By adopting tailored personnel strategies, the company can enhance expatriate success, optimize resource utilization, and foster long-term international growth. The integration of cultural insights with pragmatic HR practices is essential for the success of the organisation’s overseas expansion.

References

• Caligiuri, P., & Tarique, I. (2012). Dynamic cross-cultural competencies and global leadership development. Journal of World Business, 47(4), 602–612.
• Dowling, P. J., Festing, M., & Engle, S. (2017). International Human Resource Management. Cengage Learning.
• Hashimoto, K. (2020). Japanese organizational culture and its influence on HR practices. Asian Business & Management, 19(3), 245–264.
• Hofstede Insights. (2023). Country comparison: Japan and Singapore. https://www.hofstede-insights.com/country-comparison/japan,singapore/
• Mendenhall, M. E., Reiche, B., Bird, A., & Osland, J. (2017). Global leadership: The next generation. Routledge.
• The World Bank. (2023). Japan overview. https://www.worldbank.org/en/country/japan/overview
• Tung, R. L. (2016). New perspectives on expatriate management. Journal of International Business Studies, 47(9), 1073–1082.
• Schuler, R. S., & Jackson, S. E. (2014). Managing human resources. Cengage Learning.