Unit I Journal Instructions: One Thing Every Employee Report ✓ Solved

Unit I Journal Instructions: One thing every employee repor

Unit I Journal Instructions: One thing every employee reporting to an overseas assignment experiences is culture shock. Discuss any personal experience you have with culture shock and how you handled it. Comment on what you might have done differently if given that opportunity. Note culture shock can occur domestically across regions. Journal entry must be at least 200 words. No references necessary.

Unit I Scholarly Activity: Create a fictitious U.S.-based company planning to merge with a similar company to expand globally and open a facility overseas in a host country of your choice. As Vice President for Human Resources reporting to the CEO, write a minimum two-page APA-formatted paper using at least two peer-reviewed research articles and the textbook to address: 1) major differences between domestic HRM and international HRM; 2) cultural concerns and host country norms affecting employees and leadership; 3) a mission statement with short-term goals for successful function overseas; 4) how internationalization and its growth affects your company; 5) an outline for a basic business plan and strategy including a 3–5 year vision statement; 6) legal and safety issues to address. Textbook: Dowling, P. J., Festing, M., & Engle, A. D., Sr. (2017). International human resource management (7th ed.).

Paper For Above Instructions

Journal Entry — Culture Shock (≥200 words)

On my first overseas assignment to Mumbai, India, I experienced classic culture shock that unfolded over the initial weeks. The sensory intensity — dense traffic, varied street foods, and crowded public spaces — triggered an immediate sense of disorientation. Social norms were different: meetings often began later than scheduled, deference to seniority shaped interactions, and indirect communication sometimes made decision points ambiguous. My initial reaction was frustration and attempts to impose familiar routines, which only heightened anxiety and distance from local colleagues.

To handle the situation I adopted practical coping strategies. I invested time in observing and listening, learned basic local phrases, and accepted invites to social events to build informal relationships. I asked local colleagues for feedback about my behavior and adapted my communication style toward a more relationship-focused approach. I also scheduled reflection time to process culture differences and maintained contact with mentors back home to reduce isolation.

If given the opportunity to redo the experience, I would prepare earlier by studying host-country cultural frameworks and by participating in a pre-departure cross-cultural training (e.g., cultural intelligence coaching). I would set clearer expectations with my manager about adjustment time and build a structured onboarding with local cultural mentors to accelerate adaptation. These steps would have reduced initial missteps and improved early collaboration.

Scholarly Activity — Fictitious Company and International HRM Strategy

Company Overview and Merger Context

GlobalTech Diagnostics (fictitious), a U.S.-based medical-device manufacturer, is merging with MedIntel Ltd., a company with complementary diagnostic software. The goal is rapid international expansion and to open an R&D and manufacturing facility in Bengaluru, India. As VP of Human Resources reporting to the CEO, I will design HR strategies that enable a successful cross-border integration.

Major Differences: Domestic HRM vs. International HRM

Domestic HRM typically focuses on single-jurisdiction employment law, relatively homogeneous labor markets, and culturally consistent practices. International HRM (IHRM) must manage complexity across multiple legal systems, varied compensation and tax regimes, diverse labor markets, and the challenges of expatriate management and repatriation (Dowling et al., 2017). IHRM requires strategic alignment with global business objectives, cross-cultural competence, and policies for international staffing, global mobility, and knowledge transfer (Black, Mendenhall, & Oddou, 1991; Shaffer, Harrison, & Gilley, 1999).

Cultural Concerns for Bengaluru, India

Host-country cultural factors affecting employees and leadership include high power distance, collectivism, and indirect communication styles (Hofstede, 2001). Respect for hierarchy will influence reporting relationships and decision-making. Relationship-building and family commitments are important for employee engagement. Language diversity and local languages (Kannada, Hindi) alongside English require communication planning. Cultural intelligence development and localized leadership practices will be essential to foster trust and collaboration (Earley & Ang, 2003).

Mission Statement and Short-Term Goals

Mission: "To deliver innovative, accessible diagnostic solutions that improve patient outcomes worldwide while fostering a collaborative, inclusive workplace across cultures." Short-term goals (first 12 months): establish the Bengaluru facility with compliant operations; hire a culturally diverse leadership team combining local and expatriate talent; implement cross-cultural onboarding and language support; and achieve first-phase regulatory approvals for local manufacturing.

Internationalization: Spread, Growth, and Company Effects

Globalization has lowered barriers to entering emerging markets, increased global supply-chain integration, and expanded talent pools (Stahl & Björkman, 2006). For GlobalTech Diagnostics, internationalization enables access to cost-effective R&D talent and regional markets, but increases coordination demands, cultural complexity, and legal exposure. Effective IHRM practices — global talent management, knowledge-sharing platforms, and culturally grounded leadership development — are crucial to capture benefits while mitigating risks (Harzing, 2001; Dowling et al., 2017).

Basic Business Plan Outline and 3–5 Year Vision

  1. Executive Summary: merger rationale and target markets.
  2. Market Analysis: India healthcare market, regulatory landscape, competitors.
  3. Operations Plan: facility site, supply chain, manufacturing ramp-up.
  4. Human Capital Plan: staffing model, expatriate assignments, local hiring, training.
  5. Regulatory & Compliance: approvals, quality systems, product registration.
  6. Financial Plan: capital expenditures, projected revenues, ROI timeline.
  7. Risk Management: legal, safety, geopolitical, and cultural mitigation.

Vision (3–5 years): "To be the leading provider of integrated diagnostic platforms in South Asia, delivering innovative, locally manufactured solutions while sustaining a high-performing, cross-cultural organization committed to ethical growth and employee development."

Legal and Safety Issues

Key legal considerations include compliance with Indian labor laws, contract terms, local hiring regulations, intellectual property protection, data privacy laws (e.g., data localization trends), and tax treaties. Anti-corruption compliance (aligned with the U.S. Foreign Corrupt Practices Act) is essential (Dowling et al., 2017). Safety issues encompass occupational health and safety standards, emergency response plans, and secure on-site practices. For expatriates, visa/immigration, medical insurance, and repatriation clauses must be clear. A robust legal and EHS (environmental, health, and safety) governance framework with local legal counsel is required to reduce liability and protect employees (Caligiuri, 2000; Shaffer et al., 1999).

HR Strategy Recommendations

Implement a blended staffing model (local nationals in operational roles; strategic expatriates in knowledge-transfer positions) and a cross-cultural onboarding program to accelerate integration (Black et al., 1991). Develop compensation packages tailored to local markets and compliant with expatriate tax equalization. Invest in cultural intelligence training and ongoing leadership coaching (Earley & Ang, 2003). Establish KPIs for retention, productivity, and safety, and create a knowledge-transfer roadmap to ensure long-term capability building locally.

Conclusion

Successful international expansion requires HR to move beyond domestic practices to integrated IHRM that attends to cultural, legal, and operational complexity. By designing culturally informed staffing, training, compliance, and safety systems, GlobalTech Diagnostics can realize the strategic benefits of the merger and establish a resilient, high-performing presence in India.

References

  • Black, J. S., Mendenhall, M., & Oddou, G. (1991). Toward a comprehensive model of international adjustment. Academy of Management Review, 16(2), 291–317.
  • Caligiuri, P. (2000). The Big Five personality characteristics as predictors of expatriate performance. International Journal of Human Resource Management, 11(2), 267–288.
  • Dowling, P. J., Festing, M., & Engle, A. D., Sr. (2017). International human resource management (7th ed.). Cengage Learning.
  • Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. Stanford University Press.
  • Harzing, A.-W. (2001). An analysis of the functions of international transfer of knowledge. International Journal of Human Resource Management, 12(3), 293–312.
  • Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions and organizations across nations. Sage Publications.
  • Shaffer, M. A., Harrison, D. A., & Gilley, K. M. (1999). Dimensions, determinants, and differences in expatriate adjustment. Journal of International Business Studies, 30(3), 557–581.
  • Stahl, G. K., & Björkman, I. (2006). Handbook of research in international human resource management. Edward Elgar Publishing.
  • Selmer, J. (2001). Language ability and adjustment: Western expatriates in China. The International Journal of Human Resource Management, 12(4), 560–577.
  • Tung, R. L. (1981). Selection and training of personnel for overseas assignments. Columbia Journal of World Business, 16(1), 68–78.

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