MM630222 International Approaches To Managing People Assignment Question 2024-25 First and Second Diet

Assignment Overview

• Individual essay (3000 words +/- 10%), with supporting appendices (not included in the word count)
• Weighted at 100% of the module mark
• To be submitted via Turnitin: Tuesday, 29th April 2025, 1 pm
• Choose ONE of the organisations (Organisation 1, 2 or 3) only
• TWO essay appendices are required for submission – a PEST Analysis Table and a Cultural Analysis Table - please see the end of this document for the templates to use

Assignment Question

The essay takes an ‘applied’ approach. This means you are expected to engage with theoretical concepts and academic studies to inform International Human Resource Management strategy and practice in the form of recommendations for an Organisation’s course of action. In this way, you should be able to develop your consultancy skills, adding value to the organisations you will work for. 

You should imagine that you are acting as an HR Consultant for a global organisation that wants to implement its specific HR practice in a foreign subsidiary. There are three different global Organisations to choose from, each with their specific issues. You must choose ONE of the Organisations (e.g. Organisation 1, 2, or 3), address the specific issues noted there only, and come up with a final recommendation for the Organisation.

Organisation 1: Employee Voice and Performance Management in a Nigerian Multinational

MNCE* is a multinational company based in Nigeria. In the early 2020s, MNCE decided to expand its business to Europe to tap into the growing and skilled labour markets there. While unemployment levels in Nigeria are relatively high, the unemployment levels in Europe are lower. The company established subsidiaries in the capitals of member states of the European Union. To assist in the expansion, parent country nationals (PCNS) were sent from the Headquarters in Lagos to manage each of the subsidiaries’ main offices abroad. PCNS were instructed to ensure there was consistency of employment relations practices between the Headquarters and subsidiaries.

MNCE’s employee relations culture is heavily influenced by tribalism and high power distance. Although employees are permitted to raise issues about or to their line manager, the hierarchical management structure and diverse cultural backgrounds can sometimes hinder full utilisation of this individualised approach. Other individual voice mechanisms developed by MNCE include online employee surveys, an online suggestion scheme and monthly one-to-one meetings with supervisors - these meetings also include performance management discussions. A non-unionised collective form of voice takes place in the form of a joint consultation council. However, MNCE does not recognise the Nigerian Labour Congress for collective bargaining purposes and does not favour trade unions. It is often the case that the agenda for the joint consultation council is set by the senior management group. Issues such as wages or how performance appraisals are carried out are not allowed to be added to the agenda. Fear of victimisation (e.g. poor performance reviews) or losing their jobs often prevents employees from fully voicing their concerns, and there is an atmosphere of employee silence.

Unfortunately, MNCE has faced various challenges in trying to transfer its employee voice practices to its subsidiaries in Europe. There has been some resistance on the part of the Host Country Nationals (HCNS) and complaints that the MNCE approach is not consistent with the European context. 

Focusing on the subsidiary in one member state of the European Union only (please select one country of your choice), critically analyse the problem, then critically evaluate potential solutions.

*Adapted from Emelifeonwu, J.C. and Valk, R. (2019) Employee voice and silence in multinational corporations in the mobile telecommunications industry in Nigeria. Employee Relations 41(1), pp. 228-252

Organisation 2: Gender Equality At a Norwegian Multinational

MNCF* is a multinational company based in Norway. In the early 2020s, MNCF decided to expand its business to Africa and Asia to tap into the growing and skilled labour markets there. The company established subsidiaries in the capitals of major countries throughout Africa and Asia. To assist in the expansion, parent country nationals (PCNS) were sent from the Headquarters in Oslo to manage each of the subsidiaries’ main offices abroad. Many of these expatriate managers are women who have brought their partners and families with them.

MNCF takes its approach from the Norwegian perspective on gender equality and adheres to Norwegian equality legislation and quota stipulations. For example, through labour laws, women are to make up at least 40% of board members in the industrial sectors and women are entitled to take breaks to breastfeed babies. In Norway, the welfare state also provides generous support to encourage the participation of all genders in the workforce. The universal caregiver model adopted in Norway means there are parental leave allowances that let women have children without fear of losing their jobs. By law, fathers also receive rights to paternity leave, and there is subsidised day care, both of which facilitate each parent to share the duties of parenthood and continue working. MNCF has a strong belief in gender equality, work-life balance policies, shared parental leave policies, and women’s leadership development. Anonymous online employee surveys are used to gather and measure employees’ experiences of diversity management in the company with a view to continual review of the policies’ effectiveness.

Unfortunately, MNCF has faced various challenges in trying to implement its gender-inclusive practices in some of its subsidiaries, where some Host Country Nationals (HCNS) have raised concerns in the employee survey responses. There has sometimes been a lack of full acceptance or implementation by some of its subsidiaries, while some women PCNS sent from Norway have found their international assignments and roles as managers difficult. 

Focusing on the subsidiary in one country only (please choose one country from Africa or Asia), critically analyse the problem then critically evaluate potential solutions.

*Adapted from Cudjoe, E., Nti-Gyeabour J., Amoateng, I. and Tetteh, A.A. (2021). Gender-equal Norway, a reality for all? The views and experiences of immigrants. Journal of Gender Studies 30(4): 465-477.

Organisation 3: HRM Practices in an Anglo-Saxon Multinational

MNCG* is a multinational company with headquarters offices based in the U.S., U.K. and Australia. In the early 2020s, MNCG decided to expand its business to China to tap into the growing skilled labour market there. Three subsidiaries were formed in Beijing, Shanghai and Guangdong. To assist in the expansion, Parent Country Nationals (PCNS) were sent from each of the headquarters offices to manage each of the subsidiaries separately. 

The PCNS noticed that in the Chinese subsidiaries, Confucian values such as respect for authority, family, and harmony were essential. Guanxi and the building and maintaining of relationships were seen as more critical than having formal contracts, and employees ' success was often reliant on personal connections and trust. "Face" was a critical concept, referring to a person's dignity and reputation. When PCN managers challenged some of the Chinese employees in team meetings, this seemed to offend. There were also issues related to differences in employment legislation, recruitment, selection, training, rewards management and performance management processes. Overall, the management/leadership style of the PCNS did not seem to motivate the Chinese employees as hoped.

MNCG has therefore faced various challenges in trying to implement the same HRM practices as they are used to in their home countries directly to their subsidiaries, where some Host Country Nationals (HCNs) have voiced unhappiness. The acquisition and retention of key talent has been negatively impacted and the business is struggling. 

Focusing on the transference of headquarters strategy from one country only (please choose one HQ country from the U.K., Australia or the U.S.), critically analyse the problem then critically evaluate potential solutions. You may choose which HRM practices from those listed above you wish to focus on, depending on the depth you wish to achieve (you do not need to cover all the HRM areas noted, and indeed, you may consider it better to narrow your focus to achieve optimum depth).

*Adapted from Jiang, C. and Yahiaoui, D. (2019) French multinational companies’ HRM in China: strategic orientation and integration approaches. Asia Pacific Business Review 25(1): 3-18.

Assignment Requirments

The following assignment requirements are designed to meet the module learning outcomes.