Question

1.1	Examine the contextual factors of an international organisation.
1.2	Assess the drivers and benefits of employment in an international context
1.3	Explain convergent or divergent approaches to inform people management policy and practice choices
2.1	Evaluate the factors to be considered when selecting and resourcing for international assignments.
2.2	Explain why people practices can vary across international boundaries
2.3	Evaluate the cultural and institutional differences to be considered when managing international people practice.
3.1	Evaluate the function of people practice in an international organisational context
3.2	Consider the practices and policies that are shaped by the international context

Solution

Task 1- Article

Theme 1

1.1 Contextual factors of an International Organisation

The organisations which operate in global environment ought to put into account of best practice in identifying, recruiting, deploying and developing talent on an international basis as a core area of people management strategy. As evidenced in CIPD (2016), in operation in international basis, an entity face further challenges and neds for establishing the best approach for developing and maintaining an appropriate talent base. Through this, it is essential for the employees and organisations putting into account of various contextual factors of an international organisation. A summary of contextual factors influencing on the global opportunities is as illustrated in figure 1;

Figure 1: Summary of contextual factors of international organisation

The rationale of the identified contextual factors are informed by Sbernini et al. (2018) that identify the contingency theory that inform these factors. The assumption of this theory is evidenced by need of sourcing the most advantageous course of action through internal and external factors. This is by advantageous course of action for organisation depending on phenomenon and context. A summary of the contextual factors of international organisation in context of people management include;

Champion of Processes– This entail development and monitoring of global talent management strategies and policies, tools and strategies. For instance, in Large Co, as it expands to Eastern European cities, the talent management would be adopted in all organisations. This is while monitoring the global talent management processes, coordination, process and techniques.

Guardian of Culture– As a political and economic disruptive changes harness the mobility culture in the entire organisation, value incorporation in overall organisational approaches and activities. For the Large Co, this would contribute to supporting global mobilities of people.

Manager of Internal Receptivity– Success to encourage inflow and outflow of key talent in a global business environment. This is for the outflow of the talent across various business organisations, to encourage the different units success for diversity management. Part of this entail to manage career, integration and success work-life balance.

Network Leadership and Intelligence– As evidenced in Ebray (2021), the development of relevant networks inside and outside the organisation has a direct implication on global talent management strategies. Awareness of this for instance in Large Co would entail awareness of development of internal and external labour market, mobilising relevant talent strategies internally and externally. This is for a sense of timing and context strategy.

1.2 Drivers and benefits of employment in an international context

As evidenced in Dickmann and Cerdin (2014), the key drivers of employment in an international context describe the reasons why people would be willing in working in an international context. The drivers summary is as shown in figure 2;

Figure 2: Drivers of employment in an international context

Family and other social Background factors

The norms and values achieved by family and environment, ethnic background, skills, national and cross-national relations of an individual and their family, social background and family all influencing personalised views of world. As evidenced in CIPD (2021), this represent a core barrier of young individuals exploration of international work opportunities for family and partner influence. The stronger the cultural and family link to an individual country/city, the less the possibility of individuals leaving their work.

Personality and Safety

As affirmed by the Theory of Purposeful Work Behaviour (TPWB), Doerr (2020) note on the link of the personality and workplace safety as influencing the international working (see figure 3).

Figure 3: Theory of Purposeful Work Behaviour

Further, for the personal agency, self-efficacy and positive expectations directly contribute to an increase in willingness for working internationally. This is with the safety considerations playing a core function in making a decision for international working.

Career and Development Considerations

Considering the expatriate employees, People Management (2020) note that Post COVID-19 pandemic, in the current VUCA environment, the duty of care is mandated with playing a critical role. This is for a personalised and professional development and career advancement. Considering the individuals of future job roles and impacts of foreign work on their own development and career opportunities with a possibility of core consideration for organisation-sent internationally mobile people. The provided job role and career opportunities strongly impact on decision making for accepting foreign job functions.

Organisational Factors

Decision made for accepting an international job role is impacted by potential financial implications. In affirming this view, the Sticky Wage theory Huo and Ríos-Rull (2020) evidence that wages are often viewed as being sticky-down which imply it easily transition up easily bot move down with significant challenge. This is as shown in figure 4;

Figure 4: Sticky Wage Theory

Source: Dickmann and Cerdin (2014)

For instance, in the Large Co would need to ensure that the organisations providing appropriate monetary and non-monetary deals for individuals which are both attractive for highly talented individuals. The organisation drivers similarly involve opportunities presented by individuals and organisations best practice in their operations.

The benefits of employment in an international context include;

Filling the roles where there are shortages of a high-skilled employees– For technical positions in international businesses, highly skilled employees are resourced for maximum organisation benefit. There are varying avenues adopted for international workforce recruitment which represent the organisation best practice.
Language and foreign knowledge– International recruitments contribute to employees with ability to effectively communicating being employed. This is while appreciating overall cultural intricacy and nuances with possibility of breaking a business practice.
Creativity and perspectives– International employment has a direct implication on the organisation with direct perspectives as they are through inclusion and diversity.
Rich workplace culture– This include building a rich and more fulfilling workplace culture for entire employees. This increase all employees morale and positive reputation of the organisation culture.
1.3 Convergent and divergent approaches to inform people management policy and practice choices

Please click the icon below to receive this assessment for only $15