5OS04  Assignment Example

5OS04 is designed to provide practitioners working in people management within an international context the opportunity to focus on the essential complexities and considerations.

5OS04 Assignment Example

Assessment Questions

AC 1.1 Examine the contextual factors of an international organisation.

An international Organisation (IO) is a multinational body that serves as an umbrella for multiple nations or entities to resolve global problems, understand each other, and achieve a common purpose (Diplomacy Network, 2023). These bodies work in different contexts shaped by the organisation’s structure, funding, cultural diversity, economic status, and laws. Analysing these context-specific factors is critical to thoroughly understanding the dynamics of international organisations such as the United Nations Development Programme (UNDP). 

Organisational Structure

The UNDP could have either a centralised or decentralised structure. UNDP works with a decentralised structure, giving local offices an advantage, adapting programs according to context, and using the goals set by headquarters (UNDP, 2018). This format provides flexibility and makes the institution’s activities more responsive to varying national interests and priorities. 

International Resourcing

The IOs need resources to achieve the program objectives. The United Nations Development Programme maintains its funding from member states and partnerships with donors and NGOs to finance development projects worldwide (UNDP, 2018). The quantities of resources at disposal during bad economic times or when donors’ priorities change can be different, thus affecting the coverage and the effect of UNDP projects. 

Cultural Diversity and Difference

The Hofstede cultural dimension model is used to understand how culture influences organisational aspects. For example, in the case of the UNDP in culturally diverse regions of Africa, a worker must have a sense of local cultures, languages and traditions. UNDP facilitates development through culture by practising cultural diversity and inclusion (UN, 2023). 

Economic Situation

The social structures of countries where IOs are found often shape their activities (Brewster et al., 2016). This is shown by the fact that in the regions torn by poverty or conflict, UNDP concentrates on humanitarian assistance, capacity building and promoting sustainable development (UN, 2023). Economic disparities and differentials among member states also affect the distribution of funds and the prioritisation of programs within the United Nations Development Programme. 

Legal and Regulatory Environment

IOs such as UNDP are compelled to deal with diverse legal arrangements and regulatory systems of various countries. Program implementation and maintaining relations with the government and previous partners require following the national laws and regulations (UNDP, 2018). Nonetheless, UNDP contracts must abide by the local procurement, employment, and environmental protection laws. 

AC 1.2 Assess the drivers and benefits of employment in an international context.

Working for an organisation in an international context is linked with many drivers and benefits attributed to both the organisations and individuals. These benefits contribute to the success of organisations and advance the development of individuals personally. Analysing these drivers and benefits will give an understanding of the importance of international employment, shown in examples from the United Nations Development Programme (UNPD) that demonstrate its advantage. 

Drivers

Improved Communications

Working internationally is a way to develop communication skills, including cross-cultural communication and multilingualism (Brewster et al., 2016). The UNDP employees interact around the world with various stakeholders. Thus, it is evident that successful communication is necessary to build partnerships, negotiate agreements, and convey the project objectives (Lupușor, 2021). 

Competitive Advantage

Made up of people with international backgrounds, the UNDP is one of the organisations having a competitive advantage in the global market. The professionalism of international players is the key to efficient management of complex foreign situations, access to various labour forces and conformity to international dynamism (Lupușor, 2021). 

Benefits

Transferral of Technological and Business Knowledge 

International employment encourages transferring knowledge, skills, and excellent technology and business practices across borders (Collins et al., 2020). Additionally, joint UNDP projects usually involve partnerships with local communities and governments whereby the best practices are transferred to sustainable development, public health, and governance (Lupușor, 2021). 

Enhanced Diversity

International employment fosters diversity by bringing individuals from different cultural, language, and occupational origins to the same place (Brewster et al., 2016). At the UNDP, diverse teams are involved in global development initiatives in collaboration with a variety of stakeholders whose different perspectives and experiences are utilised to meet complex problems and aspire to sustainable development (Lupușor, 2021).

AC 1.3 Explain convergent or divergent approaches to inform people management policy and practice choices.

Convergent and divergent approaches display the opposite conceptual frameworks in the decision-making process regarding the policy and practice choices on people management between countries or regions. Familiarity with the characteristics and stakeholders influencing these strategies is imperative for international agencies such as the United Nations Development Program (UNDP) to effectively deal with the complexities of its diffuse operations and workforce. 

Convergent Approaches

Converge options imply that one has to harmonise the key people’s practices in different geographical areas or countries. This strategy simplifies functions, maintains control, and ensures proper communication and collaboration (Asgary et al., 2021). For instance, UNDP may design a uniform performance appraisal system across country offices to surveil standardisation, staff evaluation, and promotion of accountability. 

Factors applied in convergent approaches include the tendency to be organisation-oriented, compliance with international standards and regulations and the idea of unity of culture in an organisation (Asgary et al., 2021). While standardisation may facilitate HR management, create organisational transparency, and equalise employees, it may also reduce personal respect and individualism. 

A convergent approach provides advantages such as better interdepartmental resource utilisation, improved implementation of global initiatives, and strengthened performance evaluation and benchmarking. Nevertheless, there could be drawbacks to the implementation of generic methods for local contexts, possibly creating barriers or ineffectiveness (Asgary et al., 2021). 

Divergent Approaches

There are other models where human resources practices are adapted to accommodate cultural differences, other laws, and preferences of specific populations. This approach gives weight to the significance of contextual elements and aims to incorporate and utilise local knowledge and resources (Batas, Kuivalainen, Sinkovics, 2022). For example, the UNDP could allow its country branches to adjust human resources management strategies to the local labour market and talent pool (Lupușor, 2021). 

Factors favouring the adoption of the practices may vary considerably due to different cultural values, legal obligations, and organisational parameters. When a company looks at diversity as an aid rather than a barrier, it is easier to adapt the HR practices to the local community’s specific circumstances and priorities, leading to higher employee commitment and job satisfaction (Hill, 2022).

Nonetheless, harmonising the contradictory practices becomes difficult, stemming from different systems requirements and the danger of creating disproportions or inefficiencies in the organisation (). Bridging the gap between autonomous operation and centralised control requires strong communication, collaboration, and decision-making processes. 

With its international affairs, the UNDP uses a balanced policy on people management, thus playing the role of a bridge between convergent and divergent strategies. Even though specific HR policies and procedures are standardised globally and uniformly, UNDP considers the local context and autonomy through implementing those policies (Hill, 2022). In this connection, the organisation’s justification for its country offices is to develop capacity-building programs and performance incentives to respond to development issues and challenges in their respective areas.

One country” approach requires consistent and uniform policies and practices to be implemented despite cultural differences and the location context throughout the organisation or subsidiaries (Batas, Kuivalainen, Sinkovics, 2022).

The “One country” approach unifies rules and procedures that provide HR support with the same applied policies implementations in all departments, saving time and resources. Nevertheless, though such an approach may be blind to the unique local conditions and cultural sensitivities, it limits an ability to focus on diverse areas and to become dissatisfied employees (Batas, Kuivalainen, Sinkovics, 2022).

AC 2.1 Evaluate the factors to be considered when selecting and resourcing for international assignments.

Assembling an international assignment team and sourcing the required resources to enable the assignment’s success and the well-being of the individuals involved calls for thoroughly considering various factors. Here are three key factors. The following are vital factors.

Perlmutter’s Orientation of International Firms

Perlmutter’s framework identifies four orientations of international firms: ethnocentric, polycentric, geocentric, and regional-centric. Recognising these orientations implies adapting the choice and resource planning strategy to the company’s global strategy (Batheories, 2023). For instance, the company might choose home country expatriates in an ethnocentric orientation where the home country culture dictates the practices (Batheories, 2023). In contrast, when a polycentric or geocentric orientation is prevalent, a locally focused or mixed staffing approach may be more suitable, such as hiring local nationals or a more diverse staffing approach (Batheories, 2023). 

Identification of Qualities and Behaviours

The candidate selection process, with the right mix of qualities and behaviours, is a vital step for international assignments. This includes judging attributes like adaptability, cultural sensitivity, emotional resilience and a capacity to deal with long- and short-term changes (SHRM, 2023). Candidates should show having some skills, as they have to be open towards diversity, ready to start learning new knowledge and skills, able to cooperate with other people and find solutions to problems. 

Consideration of Cross-National HRM Dominant Cultural Viewpoint

Cross-national HRM is characterised by the dominance of local personnel’s national cultural beliefs and attitudes, which shape staffing and resourcing norms used for international assignments (The Intact One, 2021). Considering these perspectives helps in grasping people’s cultural preferences and beliefs about HR practices. For instance, in an individual culture, group harmony and consensus building may come first when a collective is considered in team selection and leadership. In contrast, individualistic cultures may stress personal success and autonomy in determining who gets what job.

AC 2.2 Explain why people practices can vary across international boundaries.

People are cultural products that express their way of living in different parts of the world, and HR practices are affected, sometimes transformed, and usually diffused in a global environment. Local employment laws often typify differences, such as how employment relations are sorted, societal diversity, ethical practices, disciplinary and grievance procedures, and customs and cultures (Ranjith and Nair, 2016).

Legal and Regulatory Environment

The employment laws and policies of the countries practically differ widely from one country to another, thus having an advantage in HR practices in different ways (Ovidrive, 2021). UNDP has a worldwide presence and activities in various regions where countries have legislation on labour contract law, working condition regulation, and employee rights. HR policies, including recruitment, compensation, and termination process, must follow regional laws; thus, strictness and complexity will vary in HR operations in different countries (de Siqueira, Mtewa and Fabriz, 2022). 

Managing Employee Relations

Human beings and social rules highly shape the management of employee relations trans-nationally. In some management styles, lines of hierarchy and respect for authority may define employee-manager interactions, while others are influenced more by egalitarian principles and collaborative decision-making practices (Ovidrive, 2021). For example, UNDP offices in various regions may apply different approaches to employee relations depending on culture-related preferences and local traditions, however, changing their communication style and approach to conflict resolution (de Siqueira, Mtewa and Fabriz, 2022). 

Diversity and Ethical Practice

Diversity and ethical practices occur when the values and norms of cultures and societies and the organisation’s ethics are considered. In areas with a multicultural composition, such as those covered by the United Nations Development Program (UNDP), striking a balance between promoting diversity and inclusion along with culture-specific customs requires delicacy that caters to local traditions (de Siqueira, Mtewa and Fabriz, 2022). Regarding human resources activities related to hiring, training, and performance evaluation of the company, they must be in line with the ethical outlook of the organisation and human resource conduct, which at the same time must take into account locally accepted practices and traits.

AC 2.3 Evaluate the cultural and institutional differences to be considered when managing international people practice.

Regarding international people management, the “cultural and institutional variables” need to be taken into account to develop human resource policies which are informed and effective. The following are the key points to consider;

Cross-cultural Comparisons and Isomorphic Approaches

The awareness of diverse cultural practices brings about the required strategy for adoption to the local scene. Human resources isomorphic approaches are similar to local customs and traditions while streamlining the processes or institutions involved (Wild & Wild, 2019). These include a culture that dominates hierarchy in its interactions rather than one that values equality. Through cultural beliefs across countries, institutions like the United Nations Development Programme (UNDP) can create inclusive and effective policies that are applicable at an international level (PAPI, 2019). 

Variations in National Values and Cultural Patterns

The critical factors for human resources are values, culture, and fatalities integral to a nation. For example, societies with a high uncertainty avoidance inclination likely favour orderliness in HR (human resources) structures. At the same time, those with a low power distance are more likely to embrace participatory decision-making processes (Wild & Wild, 2019). UNDP is present in various regions of the world. It ought to hunger for and respect cultural diversity and adjust its personnel practices accordingly to cause cultural sensitivity and lure employees into its organisation. 

Approaches to Communication and Social Justice

Human relationships in the workplace are subject to the same sort of influence as the diverse communication styles; they are not an exception. These styles impact practices like performance appraisal and even conflict resolution. Likewise, the notions of social justice differ in how they govern remunerations and might affect payment and reward systems (Perkins & Jones, 2020). From this outlook, the UNDP should be able to adjust its communication strategies, considering the different cultures’ preferences in communication and ensuring that their staff compensations adopt equity worldwide. 

Institutional Differences

Institutional determinants should include the condition of the government, financial services, legal systems, and education and training policies and procedures under policy (Ebert and Grifin, 2020). An example is where countries with solid states influence the economy, and their labour markets are more regulated, thus affecting the labour practices allowable within the society. The legal requirements and policies that staff should follow are different from one institution to another. The UN Development Programme knows this, and its standards are tailored appropriately to local laws and customs (PAPI, 2019).

AC 3.1 Evaluate the function of people practice in an international organisational context.

In an international organisational context, the function of people practice becomes quite dynamic, involving multiple strategies and responsibilities to build leadership, management, and organisational effectiveness crossing regional lines. 

Supporting Strategies Across Regional Boundaries

International offices, like UNDP, have staff well versed in HR strategy formulation for consultation with the overall organisational goals and the local context. The same consists of legal aspects of such policies and procedures that provide instructions on following international rules and giving their members some flexibility for dealing with changes on a regional level (Taylor and Perkins, 2021). The UNDP would implement such programs as talent management that find and develop the highly potential staff from within UN offices in different regions and ensure the available workforce is diverse and skilled to address global development challenges. 

Differing Role Expectations Between Countries

HR professionals’ expectations vary significantly from country to country while abroad in an international context. Human resources practitioners will be seen as administrative support in some regions where their primary duties include payroll management and labour benefits. They will also be in charge of ensuring local labour laws are obeyed (CIPD, 2020). In addition, depending on the country, HR professionals can be strategic in their approach, offering guidance on talent identification, performance management, and organisation development (Daniels, Radebaugh and Sullivan, 2019). For example, at the country director’s disposal in the areas where UNDP acts, there are HR professionals who may become strategic partners for workforce planning, succession planning, and talent development interventions designed specifically for local needs and objectives.

In its overseas operations, the UNDP always gets the aid of people practice function; it uses leadership and management teams to address global development problems. In areas such as humanitarian crises or conflicts that are affected, HR professionals are crucial in gathering, assigning and following personnel, bringing emergency assistance to the field and offering recovery support (Daniels, Radebaugh and Sullivan, 2019). Their partnership with governments, NGOs and other stakeholders is critical to their outreach, operations, staff protection and provision of high-quality services in the field, especially in complex environments. Through the employment of its people practice function on a strategic footing, the UNDP will effectively upgrade its effectiveness to deliver sustainable development solutions and promote desired change on a global scale.

AC 3.2 Consider the practices and policies that are shaped by the international context.

In the broader context of the international context, different practices are influenced by various factors, including cultural differences of institutions, adoption of MNC HRM policies in subsidiary companies, and the ability of the supplier/customer organisations to execute and not only form partnerships. As evidenced by the United Nations Development Programme [UNDP], there are many ways in which these factors influence human resource management [HRM] practices and policies. Cultural and Institutional Differences

The UNDP strives to deliver its needs and requirements in cultural and institutional settings that are different from one country to another. For this reason, it needs to be adjustable in its HRM policies and procedures to adapt to other people’s demands (Brecher and Colvin, 2018). Similarly, some cultures facilitate interpersonal communication, which can take the form of collectivist societies like Asia or Africa, emphasising teamwork and consensus. Among the differences, the cultures connected with collectivism, such as those in Africa, Asia, and South America, emphasise group action and group success, while the cultures linked to individualism in North America and Europe might bring up the theme of individual performance and achievement (UNDP, 2018). The UNDP reorients its performance management system and team building methods to fit in with the varied cultural traditions and local beliefs for which they are working.

Adoption of Parent Company HRM Policies by Subsidiaries

Subsidiaries in multinational companies like the UNDP are sometimes forced to apply their parent company’s HRM policies and practices. Nevertheless, these laws should be constantly reviewed to fit into the national governance system or participatory culture (Kelly, 2021). Besides, the UNDP’s headquarters can envision an internationally approved code of ethics and conduct that defines the organisation’s ethical standards and employees’ codes of conduct. Whilst other subsidiaries are to follow these principles, they may be required to make some amendments to the requirements of local laws and their cultures. UNDP ensures the subsidiaries have all the necessary advice and assistance in adopting and customising those policies ad hoc.

Partnerships with Supplier/Customer Organisations

Establishing collaborations with the supplier and the customer companies leads to HRM operations being market-oriented and policy exchanges in the international context (Bye, 2021). For example, UNDP works with local governments, NGOs, and community-based organisations to implement development projects. This implies that the resultant alliances must harmonise HRM practices to share duties and management efficiently (Henderson, 2017). The UNDP could develop parallel training programs, train exchanges, or professional reinforcement platforms to promote knowledge exchange and organisational development between the partners (UNDP, 2018). The UNDP consolidates solid partnerships and alliances as global cooperation is a core component facilitating its development purposes and sustained impact at the global level.

AC 4.1 Evaluate the reasons that companies use expatriates for international working.

Knowledge Transfer and Capacity Building

MNE staff, both expatriates and locals, are a critical factor in knowledge transfer and building, institutionalising the knowledge within the organisation. Through their close collaboration with local colleagues equipped with critical competencies, managers serve as sources of shared good practices, technical know-how, and organisational culture, contributing to local employees’ enhancement of professional and developmental skills (Peluchette, 2022). In addition, expatriates also play the role of anchors for the transition of tacit knowledge and informal networks; thus, in the long run, they provide local teams with an edge in capacity and performance. 

Strategic Alignment and Control

The expatriates of multinational companies are an integral part of international cooperation that helps these companies maintain corporate planning and control on a global scale. Through the expatriation of already employed managers and executives to foreign subsidiaries, gets done, the companies can ensure and guarantee reliably that their policies, standards, and values are carried out. Expatriates have become the bridges between the headquarters and the overseas offices for locomotion, coordination and decision-making purposes by localising processes related to cultural differences (Marchington et al., 2020). At the same time, they serve to assure the alignment of corporate objectives all over the world. 

However, using expatriates for international assignments also presents some challenges and disadvantages, such as;

Cost and Resource Constraints

Using expatriates can be rather costly, as they can be moved to a particular country of operation, get a house, and get a few other reliefs. The firms must decide carefully between the ROI and the benefits of sending the expatriates. Otherwise, they would lose their spot in the competition for short-term projects and assignments without strategic value (Taylor, 2018). Furthermore, companies may need more resources regarding the vocation of available expatriate candidates and the financial effect of the extended expatriate assignments. 

Cultural and Language Differences

Problems that occur during the cultural adaptation process and overcoming the language barriers can be experienced among expatriates working in foreign locations (Velocity Global, 2023). Disparities in communication, working habits, and social norms could cut the efficiency of the international assignment, leading to its failure (Taylor, 2018). Organisations must enforce extensive local culture training and offer proper assistance, which is needed to integrate ex-pats into the local environment better.

AC 4.2 Explain the process for selecting, preparing and managing expatriates for overseas relocation for work.

The process for selecting, preparing, and managing expatriates for overseas relocation at the United Nations Development Programme (UNDP) involves several steps:

Selection

At UNDP, when undertaking staff selection for overseas assignments, attention is paid to job-related expertise and factors such as cultural suitability and career paths. Performance management and appraisal systems contribute heavily towards identifying top-performing individuals with the interest and ability to thrive in international positions (Morris, 2020). As such, personal motivations are also reviewed concerning the degree of the assignment’s relevance to the exploratory topics of the host country’s culture.

Preparation

If companies can give expatriates comprehensive support and training, they will be ready to move to another country. The UNDP will provide a targeted learning and development activities package for the staff to develop their aptitude, skills, and behaviours to enhance their effectiveness during international assignments. This page includes orientation, language training and tec, and technical skills training (Global Expansion, 2020). In addition to family support services, social and domestic difficulties mitigation is equally provided to ensure they can adapt and be healthy. Management

To manage the relocation process, one must consider the logistics and administrative issues (McNulty and Inkson, 2013). UNDP applies different contracting schemes for people engaged in jobs outside the country in terms of plans and policies of the local authorities and UNDP. The contract salaries and benefit packages are adapted according to the host country’s price trends and working conditions (UNDP, 2018). Healthy checks and the availability of medical care, in addition to travel and housing requests, are coordinated to make a smooth transplant process for expatriates and their families.

AC 4.3 Explain how people practice can support re-entry and resettlement of overseas workers.

People’s practices generally contribute to the effective reintegration and resettlement of returning overseas workers, which leads to a smooth transition back to their company and country of origin. At the United Nations Development Programme (UNDP), several policies and processes are in place to support returning expatriates: 

Reintegration into Organizational Career Systems

The expatriates who have accomplished their integration period return home and join the national career systems at their offices. This must be done to appraise their skills, experience, and career prospects to find and define available occupations and enhancement opportunities (Morris, 2021). HR experts give leadership on career paths within the organisation that returning expatriates might use, providing them with the necessary skills progression that paves their way for further growth and advancement. 

Management of Well-being

UNDP works hard to provide comprehensive support and resources for returning expatriates. The primary function of expatriates is to advise, guide and counsel employees to help them adjust to a new professional culture and personal contexts (Morris, 2021). The second aspect of the strategy is the adaptation of the specific returnees about job roles, career directions and work-life balance. It empowers them regarding their status as valuable employees of the organisation with a comprehensive support program (McNulty and Inkson, 2013).

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