Human Resource Management in Appar8us Case Study

Human Resource Management in Appar8us - Case Study Example The human resources manager wants to integrate the human resources policies and practice around the number of subsidiaries in different countries in order to achieve the corporate objective. Moreover IHRM consists of many functions, it is heterogeneous, involves constantly changing perspective, it requires more involvement in employee's personal lives and is also influenced by external sources. The International HR manager have to deal with the issue of international taxation, administrative services for expatriate's i.e. to have Selecting, training and appraising local and international employees. The HQ based HR manager deals with employees that have different cultural background. "The HQ manager must coordinate policies and procedures to manage expatriates from the firm's home country (parent country nationals, PNCs), host-country nationals (HCNs), as well as third country nationals (TCNs, e.g. a French manager working for an American MNC in the firm's Nigerian subsidiary) in subs idiaries around the world." (Manage Wise: International Human Resource Management). "The IHRM developed by Taylor and Beechler and Napier who argues that multinational competitive position is shaped by the organizational competencies that it possesses and how the firm transfers these across the nation." (Almond & Ferner 2006, P.225). The main purpose of IHRM is to have efficiency, locally responsive, being capable to transfer knowledge and learning across globally. The Appar8us is having a high control over subsidiaries having thorough use of expatriate manager in technical and managerial area of the business. A strong Appar8us culture is reinforced by regular staff bulletins and local company magazines in the language of the subsidiary company country. The Perlmutter's EPG model says that senior management of an international organization want to hold three primary functions such as Ethnocentric, Polycentric, Geocentric in building and expanding multinational capabilities. "Organizations are building IHRM functions that are shifting from the management of expatriation towards supplementary services to the business aimed at facilitating the globalisation process, and this involves capitalising upon the fragmentation of international employees." (Sparrow 2006). 2 Appar8us have strong control over the subsidiaries by way of expatriate manager in area of both technical and managerial area of business. The manger's opinion is to keep the union influence as little as possible .Also the company has introduced various schemes available for all