1 page/≈275 words
Literature & Language
Successful Human Resource Management Strategies (Research Proposal Sample)
Planning Successful Human Resource Management Strategies in the International Market – Zespri’s Case study
Table of Contents: TOC \o "1-3" \h \z \u Executive Summary PAGEREF _Toc492204176 \h 3Introduction PAGEREF _Toc492204177 \h 41.1 Aim and Objective PAGEREF _Toc492204178 \h 42.2 Limitations PAGEREF _Toc492204179 \h 5Chapter 2 Discussion PAGEREF _Toc492204180 \h 52.1.1 Culture of China PAGEREF _Toc492204181 \h 62.1.2 Culture of Saudi Arabia and United Arab Emirates PAGEREF _Toc492204182 \h 62.2 Ethical Issues PAGEREF _Toc492204183 \h 92.2.1 Human Rights and Employment Practices PAGEREF _Toc492204184 \h 92.2.2 Equality PAGEREF _Toc492204185 \h 102.2.3 Environmental Pollution PAGEREF _Toc492204186 \h 102.2.3 Corruption and Bribery PAGEREF _Toc492204187 \h 112.3 Recruitment PAGEREF _Toc492204188 \h 122.3.1 Staffing Approach in China PAGEREF _Toc492204189 \h 122.3.2 Staffing Approach in Saudi Arabia PAGEREF _Toc492204190 \h 132.3.3 Staffing Approach in United Arab Emirates PAGEREF _Toc492204191 \h 152.4 Compensation and Benefits PAGEREF _Toc492204192 \h 172.5 Promotion and Appraisal PAGEREF _Toc492204193 \h 182.6 Repatriation PAGEREF _Toc492204194 \h 192.7 Communication Strategy PAGEREF _Toc492204195 \h 202. 8 Governance Strategies PAGEREF _Toc492204196 \h 20Chapter 3 Conclusions PAGEREF _Toc492204197 \h 22Chapter 4 Recommendations PAGEREF _Toc492204198 \h 23References and Research PAGEREF _Toc492204199 \h 25
For two decades, Zespri, the world’s largest marketer of kiwifruit, has been the pioneer in the Kiwi natural business and its efforts in trying to spread the best quality in advance huge economies around the world. This is a professional report written for the board of management of Zespri, one of the well-known Kiwi horticultural companies in the world. It is created with the major objective of analyzing and developing an effective human resource strategy for Zespri’s new international business units in China, Kingdom of Saudi Arabia and United Arab Emirates. This report analyzes how Zespri can avoid the reoccurrence of the controversies which the company experienced in China due to issues concerning its distributors. The company has gotten a serious hit to their notoriety which they look forward to resolve.
This report also highlights how the culture and laws in each operational country affects the organization’s strategy in the international market. Important ethical issues to consider such as: human rights, employment practices, equality and waste management are also discussed in this report. This report considered essential human resource factors such as recruitment, compensation, benefits, promotions and appraisal, training and development and repatriation. In the latter part of this report, a communication strategy was developed relative to transfer of information and to supporting the international development of the organization. Practical recommendations related to how Zespri can attain success in the international market based on presented theories and concepts are also provided towards the end of the report.
With an ordeal of 20 years enduring years, and a supply of information extending wings in different regions would not be a noteworthy business challenge for an association like Zespri. Notwithstanding, regardless of how gifted an association is in its part in an industry, its global achievement pretty much relies upon its social flexibility to the market it enters. Streamlining its procedures and strategies and tweaking its hierarchical social features to mix with the new condition is trying in itself. Understanding the social multifaceted nature of the earth and fitting business procedures to line up with the aggressive scene and sufficiently contemplating another social condition before setting out into it, is the thing that guarantees proceeded with presence in new situations.
Thus, this report discusses the Human Resource strategies proposed for Zespri International, one of the leading Kiwi fruit horticultural companies in the world, based in Mount Maunganui, New Zealand. In this report, Human resources issues are identified and appropriate solutions are determined in order to effectively support Zespri’s plan to operate its business units in three international markets such as China, Kingdom of Saudi Arabia and United Arab Emirates. Significant factors that are relevant to international human resource management and development are also covered in this report namely: sourcing staff, compensation and benefits, training and development, ethical issues, relocation of staff members as well as communication strategies. Moreover, this report presents ideas to enable understanding of how the culture China, Saudi Arabia and United Arab Emirates including the internal culture of Zespri International, affect the management of the workforce and business relationships.
1.1 Aim and Objective
The main objective of this report is to generate effective human resource management strategies for Zespri’s business operations in China, Kingdom of Saudi Arabia and United Arab Emirates. This report aims to develop innovative strategies for leading in an internationalized environment, analyze and critique the differences in approaches used and provide recommendations for a successful leadership and inter-cultural communications.
The lack of sufficient time is one of the main limitations of this report. The sources of most information presented in this report were gathered from secondary data sources including books, journals, articles, reports and the internet.
This report is structured as follows: Section 1 provides the summary of this report. Section 2 provides the introduction along with the aim, objectives and limitations. In section 3, main ideas regarding theories and issues including the application of strategies are thoroughly discussed. Analysis will also be covered in the third section. Section 4 provides the conclusions and finally, recommendations are given Section 5.
Chapter 2 Discussion
This report is intended to provide the board of Zespri a comprehensive human resource management report in order to support the company by providing sound recommendations regarding its operations in China and new business units in the Kingdom of Saudi Arabia and United Arab Emirates.
In order to avoid the reoccurrence of the controversies in which Zespri had encountered in China involving its distributors, it is essential for Zespri to consider several important factors that may assist in the development of an improved human resource management on ground. These factors include understanding the culture in the three countries, understanding labour laws and regulations in China, KSA and UAE, considering the possible ethical issues, adapting the most appropriate staffing approach, expatriation and repatriation, developing policies for compensation and benefits, promotion and appraisal, training and development and lastly, developing an effective communication strategy. All these factors are thoroughly discussed in the next sections.
2.1 Cultural Background
Understanding the culture of a nation plays an important part in creating an effective human resource leadership and communication strategies in the international market. Therefore, it is highly important to tackle and address this first. The increasing globalization at present contributes to the diversity of the workforce in every company across the globe. According to Green, et al (2002), managing that cultural diversity imposes a major challenge to companies and requires managers to adapt the essential expertise that enable them accommodate a multicultural corporate environment. Thus, through having a broad knowledge about the culture in China, Kingdom of Saudi Arabia (KSA) and United Arab Emirates (UAE), an appropriate and most effective strategy can be developed for Zespri’s international human resource management. These three countries are all part of Asia however; their cultural backgrounds differ in various ways such as in terms of religion, norms, social etiquette and work ethics. According to Hofstede (2001), the relationship of culture and workplace can be summarized and compared using his four dimensions namely: power distance, uncertainty avoidance, individualism versus collectivism and masculinity versus femininity. In simple definition, Power distance refers to the inequality of individuals, while Uncertainty Avoidance refers to the way that society deals with the future. Individualism versus Collectivism on the other hand refers to the degree of independence that the group maintains among individual members while, masculinity versus Femininity refers to the relationship between genders and roles. These dimensions are further addressed in the next sections relating to China, KSA and UAE.
2.1.1 Culture of China
China’s culture is primarily based on the old teachings of Confucius known as Confucianism wherein its concepts and values revolve around relationships and collectivism. According to Child and Warner (2003), Chinese people values societal order which is based on learning and practice by individuals of defined roles. In addition, they value and respect hierarchy in family and organizations. Chinese people express high value to serving seniority which is for them; seniority’s definition is almost equal to an individual’s leadership status. Reciprocity is also observed in their culture wherein trust is the main ingredient that binds relationship between people, traders and businesses.
2.1.2 Culture of Saudi Arabia and United Arab Emirates
The culture of Kingdom of Saudi Arabia and United Arab Emirates is very different from that of China. With its location geographically placed in the Middle Eastern part of Asia, the culture of both countries is based on t...
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