Human Resource

[Name of the Institute]Human Resource

Introduction

The role of human resource is very crucial in developing and attaining the corporate objectives of any organisation. The effective design and implementation of HR strategies is necessary because it set outs a performance, behaviour and other related criteria for the employees. For example, strategy pertaining to performance management is significant in a sense that it motivates the employees by laying down the criteria of being top performer.

Every employee tries to fulfil the criteria in order to seek best performance in their work. In this way, the employees are rewarded according to their performance level and then strive to put more effort in the future. Those employees who do not perform well are communicated about the areas where they were not at their best and are given instructions to perform better in future. In our days, society is greatly influenced and altered by the process of internationalization and globalization. Globalization refers to a whole set of changes, not to one single dimensional change. The process of internationalization puts a special and high importance on the work of human resources managers. In order to remain successful and competitive in the international business environment, companies have to pay close attention to cultural factors. These may considerably differ among workers in multinational companies. We are taking a careful look at human resource management in this new age, and especially at the impact of globalization and internationalization. Our case study is built on the company MOL, specifically on some of the activities it develops in the field of human resource management: training programmes, personnel motivation, career development.

Approaching the question of the new globalization from a unique perspective growing out of the model of a product's life cycle, many authors cited relatively high degree of transnational integration of business activities that characterizes the world today as it affects international human-resource management (HRM) practices. They noted that the first phase of the traditional product life cycle consists of an absence of any significant competition, due to the protection of national boundaries as limits on the market; in this phase there is little need for cross-national expertise. Thus, firms in that phase of their product life cycle have little need to groom expatriate managers for overseas assignments. The second phase consists of strong centrifugal growth as companies expand internationally in search of new markets. Although there is typically now competition at home, the foreign markets only have economic substitutes, but no direct competitors. Here, the extent of international expertise needed by companies is that which is necessary to engage the new markets (Burack, 1991)

Aims of the research

Then purpose of my research is attaining a trough understanding of HRM and its policies. However, since a lot of research has already been carried out on the subject, I want to take it one step ahead and focus on the influence of HRM on companies and the effects of International Human Resource as well. In particular, I want to focus on the Human resource leading ...