According to Armstrong in 2006 \"International human resource management is the process of employing, developing and rewarding people in global organisations\". However, nowadays, one of the most complex challenges for a MNC, across the globe, is the management of human resources because of diversity, culture, belief... Furthermore, firms with international operations can only be successful in their business with an effective HRM function which needs to have a culturally sensitive programme and international manager can also be an advantage.
This report deals with two Human Resource issues across the globe; the first one is how managing the diversity in a global firm? With the example of Coca-Cola The second one is employee relations in Coca-Cola across the globe. With the actual phenomenon of globalization across the globe, we can notice a sort of worldwide competition between each country. In fact, new technology and communication permit everywhere to increase the potential (educational or skills) of every employee from all racial, nationality or ethnic origins.
[...] Thus, he travels around the world in order to understand better the different worker relations and to dictate or to implement orders which are compatible with the FMN Employee relations/unions in Coca Cola Unfortunately for the FMN, all across the global many employee unions complained about the leader of soft drinks. a. Issues in Columbia Coca-Cola is accused in Colombia of violation of the human rights and of being the financier of 8 murders, several kidnappings, and movement of strengths, false testimony and threats against the workers to obliterate the labour union. [...]
[...] George Gourlay, vice president of corporate manufacturing operations for Coca-Cola Company: see ‘language study as opening the door to deeper cultural understanding' Conclusion About Coca-Cola According to a corporate manager of Coca-Cola; “Understanding how to function in different cultures and different languages is fundamental to our success”. Consequently, they have to be diverse and to manage it effectively! They try it with Liff's approach with the accommodating and utilising difference. This multicultural company follows numerous ways to manage diversity; the company makes sensitive the entire staff in the advantages of the diversity. They recruit in the diversity thanks to bilingual persons. They also, estimate the management of diversity during the annual conversations and most of all they communicate about diversity. [...]
[...] With 220 countries, more than 100 languages and culture across the globe, International Human Resource is an essential subject for each FMN; in fact all of them are markets, source of profitability, and resources opportunities. Furthermore, the HR changed in our everyday life thanks to human capital, delocalisation, new international workforce . Consequently, every company and HR departments have to adapt their strategy, to the global environment. Bibliography and referencing Books Bennett, R. (1994) Employee relations. London: Pitman. Blyton, P. [...]
[...] Lewis, P (2003) Employee relations: understanding the employment relationship. Harlow: Financial Times Prentice Hall. Loden, M & Rosener J. (1991) Workforce America! : Managing Employee Diversity as a Vital Resource. Irwin. Maryann, H. (2001) International HRM: managing diversity in the workplace. Oxford: Blackwell Publishers. Morosini, P. (1998) Managing cultural differences: effective strategy and execution across cultures in global alliances. Oxford: Pergamon. Nickson, D. (2007) Human Resource Management for the Hospitality and Tourism Industries. Jordan Hill, UK: Elsevier Science &Technology Books. [...]
[...] The Coca-Cola Company defines its diversity with: The respect of each employee and individuals. The evaluation of differences. The representation of their consumers and the market where they do business. The corporation expresses its viewpoint: diversity strategy is centred on the 4Cs: We focus on driving consumption, fostering commitment, building a culture that values diverse perspectives, and promoting effective communication and mutual understanding”. Their current objective is to have gold standard for diversity” Definition of ‘managing diversity' Ellis and Sonnenfield in 1994 defined our subject as, challenge of meeting the needs of a culturally diverse workforce and of sensitizing workers and managers to differences associated with gender, race, age and nationality in an attempt to maximize the potential productivity of all employees”. [...]
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