This essay The United Kingdom and Singapore HRM issues has a total of 3259 words and 15 pages.
The United Kingdom and Singapore HRM issues
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The United Kingdom and Singapore HRM issues
CSR (Corporate social responsibility) area of International Human Resource Management
The formulation and translation of corporate social responsibility strategy into an actual managerial practice and outcome remains to be a huge challenge for most of the existent organizations. The function of the human resource management , therefore, plays a vital role in giving support to organizations so that they can address this challenge, and HRM is capable of providing an attractive and dynamic support to the strategy designs of CSR as well as delivery and implementation (McWilliams, A., 2000). CSR is still gaining some traction in the management circles, and at the same time, the translation that it gets into the actual managerial practices and performances remains to be a challenge to most organizations.
One concern that has emerged in the business practice and management research is the way to enhance the way that people think about the micro-foundations of CSR because it would enable the managers and the top decision makers to come up with a new design of CSR and its initiat ives. The function of the human resource management has potential operational and strategic support to CSR, and a closer link of the two is capable of producing synergistic results that can be understood within the co-creation process context (Harzing, A.W ., and Pinnington, A. eds., 2010). Critical interfaces exist between HRM and CSR, and given the commitment that it has to organizational and human development, these interfaces have not yet been systematically explored.
Many companies have taken the step o f establishing stand-alone CSR departments, and they have appointed CSR managers who are in charge of improving the implementation and design of the strategies of CSR, although the involvement and the potential role of HRM remain obscure. CSR is a social o bligation that impacts the society beyond the maximization of pure profits, and for it to achieve the objectives that it has set, it has to be approached as a planned active approach (Dowling, P., 2008). This method has to be institutionalized within the o rganization, and it also has to be translated according to the managerial practices, including the practices of the human resource management.
Issues faced by both MNCs and SMEs in the UK
The human resource management practices that have been adopted by the multinational companies have for a long time attracted interest, and the earlier ideas tended to assume a footloose firm group that was unconstrained by local contexts and were pursuing a comprehensive agenda of the minimization of costs (Vachani, S., 2005). Most of the challenges that face the multinational companies in the United Kingdom are based on the development of operations in an environment that is constantly changing.
For compan ies to be successful, they have to go through a lot of analysis, so that their capabilities and weaknesses are identified, before going international. Problems start coming in when the multinational firms start operating in various countries and are surrou nded by issues that bring about obstacles in their development. Different countries have different methods of approaching the business world, depending on the culture of the country, their working environment and the rules and regulations that have been im posed by the government (Simpson, M. and Docherty, A.J., 2004). For global companies, the governing personnel should learn to adapt to the new changes, so that they can cooperate well with the native people and markets of the new country.
The most crucial step by multinational companies is deploying the most suitable products, as well as the best personnel at their disposal in a whole new country. Before all this happens, the company has to set up development and research offices in the new country, so that hey can have the best ideas about the markets and the culture of the people in the new country. All the complex issues in a new country should be addressed so that it can reduce the impact it would have on the organization.
SMEs in the United Kingdom also face many problems on a daily basis, and some of the
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