Assessment 1
Introduction
This portfolio-based work consists of two sections, namely Section one and Section two. The first section has discussed the importance of comparative HRM and its real-time relevancy for organisations, how CHRM should tackle it, and why. Apart from this, the second section has covered discussion with the help of two chosen countries related to “Employee Protection” and differences/similarities. Lastly, this assessment has highlighted reasons for similarities/differences using theoretical models like Hofstede’s cultural values or the VoC model.
Section One
1.1 Why is Comparative HRM (CHRM) important for organisations?
Comparative HRM is mainly concerned with why or/and to what level differences exist in various HR practices across different countries. Comparative HRM involves expressing opinions and managing HRM in worldwide MNCs. Comparative HRM focuses on specific countries or areas within other world regions. Comparative HRM is essential to develop HRM policies based on a country’s economic system, economic laws, labour market, cultural expectations, etc. Comparative HRM means protecting employees and safeguarding their interests based on the countries analysis and drafting HR practices accordingly (Brewster and Haak-Saheem, 2020). In various countries, HRM policies have found on the culture and status of the host country; however, comparative HRM has global relevance, and with such significance, organisations can draft their HR practices based on the culture, values and institutional diversity. Comparative HRM strengthens the organisational pillars and ensure the competitive advantage to the company’s resources.
1.2 What do you regard as the most pressing practical questions CHRM should tackle and why?
Comparative HRM is based on restructuring HR practices based on different cultures, labour practices, and employment markets. Understanding comparative human resource management is fundamental to recognizing human resource management in European Commission companies. Europe’s foundation originated in the mobility of individuals from diverse European nations operating in other countries and regions in the same union. There are multiple instances of comparative HRM used in many various companies around the world. Ford is a multinational corporation with headquarters in the United States. However, the company has grown worldwide and now operates in several nations. As a result, the company’s human resources department hires a third of its workforce from different countries worldwide. Effective management of the company’s human resources has needed to design a competitive advantage in the market (International and Comparative Human Resource Management, 2022). It demands the use of such comparative human resources. There are various critical questions regarding the performance, working conditions, technology, labour relations, law, and strategies along with their ineffective usage; as a result, comparative HRM has resulted in the justified stance in favour of the comparative HRM.
Section Two
2.1 Employee protection in two countries of your choice
The two countries are Switzerland and United Kingdom. Employment & labour law have guided employee protection under a nation like Switzerland, which shows that there should be no discrimination, inequality, and unethical practices when it comes to HR practices in response to the employees. Switzerland’s employment contracts are impressive, with standard, cooperative, or customized contracts. One should include the latest details in their contract: the compensation, the kind of job, and the length of the employment duration (whether indefinite or fixed). While entire employment contracts are still not necessary in writing, the company has to provide certain information in drafting to the employee, such as the start date, remuneration, and anticipated work hours a week (Group, 2022). In Switzerland, every employee has supposed to work only 45 hours a week, and the employment law safeguards this legal right of employees.
In the United Kingdom, employment laws are made to protect employees from racism & threats to maintain dignity and ensure their overall respect. In countries like the UK, comparative HRM is under trend because people from different caste & cultures reside and work in the country’s reputed companies; as a result, the need for authentic HR policies is the prerequisite. In recent years, United Kingdom’s law has made several changes in their prospects to grant legal protections to its entire people working in their regional companies with the help of comparative HRM (Carron and Hess, 2022).
2.2 Comparison over differences/similarities
In Switzerland and the United Kingdom, employment & labour laws are drafted to support the employment of the people and proposed an idea of comparative HRM to implement and safeguard the interest of all employees. In the case of Switzerland, culture is no more a differential factor, as everyone is entitled to work with no racism or criticism. In contrast, in the case of the United Kingdom, a cultural factor is essential, but it never expels the person’s right to work and safeguard its employment.
In the context of similarities, both UK and Switzerland’s employee protection laws have granted democratic rights to all employee, if they want to share opinions, views and ideas while working with the regional company.
2.3 Discuss these differences/similarities with either Hofstede’s cultural values
Concerning Hofstede’s cultural values, both Switzerland and United Kingdom use “Low Power Culture”, which means that employees are more influenced and given rights with no excessive power control of senior executives to share their opinions and views. In figure 1, it is visible that Switzerland has a lower power distance, which influences employees to act with their rights (Minkov and Kaasa, 2020). It is identical to the United Kingdom, where the democratic management style is the right call by the HRM departments with the optimum applicability of comparative HRM policies.
Figure 1: HR statistics of Switzerland
Due to diverse demographic factors, the United Kingdom follows the cultural aspect, emphasising income equality and diversity among all people irrespective of their religion or caste. On the other side, Switzerland focuses on the “Work-life balance” factor with equal emphasis on individualism instead of being heavily dependent on collectivism.
Conclusion
Comparative HRM focuses on understanding of why or to what extent disparities exist in distinct HR practises between countries. Comparative HRM entails expressing opinions and managing HRM in multinational corporations (MNCs) around the world. Comparative human resource management focuses on distinct countries or locations within other world regions.
References
Brewster, C., & Haak-Saheem, W. (2020). Comparative human resource management.
Carron, V., & Hess, M. (2022). Employment & Labour Laws and Regulations | Switzerland | GLI. GLI – Global Legal Insights – International legal business solutions. Retrieved 10 March 2022, from https://www.globallegalinsights.com/practice-areas/employment-and-labour-laws-and-regulations/switzerland.
Group, G. (2022). Employment & Labour Law Report 2021-2022 United Kingdom. International Comparative Legal Guides International Business Reports. Retrieved 10 March 2022, from https://iclg.com/practice-areas/employment-and-labour-laws-and-regulations/united-kingdom.
International and Comparative Human Resource Management – 3862 Words | Report Example. Free Essays. (2022). Retrieved 10 March 2022, from https://ivypanda.com/essays/international-and-comparative-human-resource-management/.
Minkov, M., & Kaasa, A. (2020). A test of Hofstede’s model of culture following his own approach. Cross Cultural & Strategic Management.
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