HUMAN RESOURCE MANAGEMENT WITH GLOBAL

PERSPECTIVE: SOCIAL, LEGAL AND CULTURAL DIVERSITY

A project Submitted to
University of Mumbai for partial completion of the degree of
Bachelor of Management Studies

Under the Faculty of Commerce

By

MOHD FAZAL ASHRAF GARDI

Under the guidance of

PROF. BUSHRA ANSARI

SANPADA COLLEGE OF COMMERCE & TECHNOLOGY

SANPADA, NAVI MUMBAI - 400 705
APRIL-2024
 Declaration by learner

I the undersigned MR. MOHD. FAZAL ASHRAF GARDI hereby, declare

that the work embodied in the project work titled “HUMAN RESOURCE
MANAGEMENT WITH GLOBAL PERSPECTIVE: SOCIAL, LEGAL
AND CULTURAL DIVERSITY”, forms my own contribution to the
research work carried out under the guidance of Prof. BUSHRA ANSARI
is a result of my own research work and has not been previously submitted
to any other University for any other Degree/Diploma to this or any other
University.

Wherever reference has been made to previous works of others, it has been
clearly indicated as such and included in the bibliography.

I, hereby further declare that all information of this document has obtained
and presented in accordance with academic rules and ethical conduct.

STUDENT NAME
MOHD FAZAL ASHRAF GARDI
Certified by
Prof. Bushra Ansari
(Project Guide)
 Acknowledgment

To list who all have helped me is difficult because they are so numerous and
the depth is so enormous.

I would like to acknowledge the following as being idealistic channels and

fresh dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me

chance to do this project.

I would like to thank my Principal, Dr. Suryakant Lasune for providing

the necessary facilities required for completion of this project.

I take this opportunity to thank our Head of Department Prof. BUSHRA

ANSARI, for his moral support and guidance.

I would also like to express my sincere gratitude towards my project guide

Prof. BUSHRA ANSARI whose guidance and care made the project
successful.

I would like to thank my COLLEGE LIBRARY, for having provided

various reference books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or
indirectly helped me in the completion of the project especially MY
PARENTS AND PEERS who supported me throughout my project.
 ORIENTAL EDUCATION SOCIETY’S

SANPADA COLLEGE OF COMMERCE & TECHNOLOGY

PLOT NO. 3,4,5, SECTOR 2, SANPADA, NAVI MUMBAI 4007053

CERTIFICATE

This is to certify that Mr. Mohd. Fazal Ashraf Gardi has worked and duly
completed her / his Project work for the degree of bachelor of management studied
under the faculty of commerce in the subject of Human Resource and her/ his
project is entitled, “HUMAN RESOURCE MANAGEMENT WITH GLOBAL
PERSPECTIVE: SOCIAL, LEGAL AND CULTURAL DIVERSITY” under my
supervision.

I further certify that the entire work has been done by learner under my guidance
and that no part of it has been submitted previously for any Degree or Diploma of
any University.

It is her/ his own work and facts reported by her / his personal findings and
investigations.

Date of Submission:
Project Guide Head of the Department

Prof. Bushra Ansari Prof. Bushra Ansari

External Examiner Principal

Dr. Suryakant Lasune
 EXECUTIVE SUMMARY

Human resource management (HRM) is universal in terms of strategies, policies and

processes. The term has gradually replaced personnel management. Managing and
developing human resources in the international (global) setting is increasingly
recognized as a central challenge, particularly to multinational enterprises (MNEs).
Human resource management is both academic theory and a business practice that
addresses the theoretical and practice techniques of managing a workforce. While the
theoretical aspects of the discipline may also be universal, the same cannot be said of its
practice. The paper defines human resource management, the theoretical basis of the
discipline, business practice and global or international human resource management.
Thereafter, the paper concentrates on global perspective or issues in international human
resource management practice.

International or global human resource management is the process of hiring, constructing,

and rewarding people in global companies. It includes the worldwide management of
people, not just the management of emigration.
A global company is one in which operations take place in subsidiaries overseas, which
rely on the business expertise or manufacturing capacity of the company. These kinds of
companies usually bring their management attitude and style. This type of company
cannot afford to ignore the global influence on their work.

In a world where globalisation has meant that employees can work for international
organisations across the planet, there is a need for human resource management (HRM)
practices that are considered within a global context. This international perspective must
take into account migration, ethics, governance, corporate social responsibility,
sustainability, change management, work-life balance, and diversity and inclusion. Of
course, legal and regulatory requirements will also be different from country to country.
With globalisation, also comes the challenge of cultural difference. This can be in the
case of an international business opening up into new territories but also when employees
move to different offices around the world and become expatriates.
 INDEX

CHAPTER TITLES PAGE NO.

NO.

1 INTRODUCTION 7-28

2 RESEARCH METHODOLOGY 29-34

3 LITRERATURE REVIEW 35-50

4 DATA ANAYSIS & INTERPRETATION 51-63

5 CONCLUSION 64-65

6 SUGGESTIONS 66-67

7 BIBLIOGRAPHY / WEBLIOGRAPHY 68-71

8 APPENDIX 72-75
CHAPTER - 1
 INTRODUCTION

WHAT IS HUMAN RESOURCE

Human resources (HR) are the set of people who make up the workforce of an
organization, business sector, industry, or economy. A narrower concept is human capital,
the knowledge and skills which the individual command. Similar terms include
manpower, labor, or personnel.

The Human Resources department (HR department, sometimes just called "Human
Resources") of an organization performs human resource management, overseeing
various aspects of employment, such as compliance with labor law and employment
standards, interviewing and selection, performance management, administration of
employee benefits, organizing of employee files with the required documents for future
reference, and some aspects of recruitment (also known as talent acquisition) and
employee offboarding. They serve as the link between an organization's management and
its employees.

The duties include planning, recruitment and selection process, posting job ads,
evaluating the performance of employees, organizing resumes and job applications,
scheduling interviews and assisting in the process and ensuring background checks.
Another job is payroll and benefits administration which deals with ensuring vacation and
sick time are accounted for, reviewing payroll, and participating in benefits tasks, like
claim resolutions, reconciling benefits statements, and approving invoices for payment.
HR also coordinates employee relations activities and programs including, but not limited
to, employee counseling. The last job is regular maintenance, this job makes sure that the
current HR files and databases are up to date, maintaining employee benefits and
employment status and performing payroll/benefit-related reconciliations.
WHAT DOES HUMAN RESOURCES DO?

 Human resource planning

 Labor law compliance
 Recruitment, candidate selection and hiring
 Onboarding and offboarding
 Compensation planning
 Performance management
 Learning and development
 Career planning
 Function and job role evaluation
 Employee rewards and recognition
 Benefits management
 Industrial relations
 Employee engagement and communication
  Employee record keeping
 Workforce health and safety
 Employee well-being

HUMAN RESOURCE MANAGER

A definition of human resource manager could be someone who handles staff
recruitment, training, and development. That person would administer employees’ wages,
allowances, and other benefits. They also look after the employees’ health, security, and
welfare.
Types of HR Managers -
Depending upon the functions of the HR managers, they are primarily categorized into:

 Recruitment and Placement Manager– They are responsible for searching for the
right talents for the company. Some of their responsibilities include looking after
shortlisting CVs as per the requirements, scheduling interviews, and discussing
salary structure with the candidates.

 Training and Development Manager– These professionals are involved in

operating induction sessions and imparting training for the new joiners.

 Compensation and Benefits Manager– These managers work on things like;

managing compensation, bonuses, allowances, pension, insurance, and related
stuff. They aim to meet employee needs without affecting the budget of the
company.

 Employee Relations Specialist–They work on making employment contracts as

per the labour regulations. Simply saying they represent a company in legal
matters.
What are the Skills Required to Become an HR Manager?
The skills of an influential human resource manager are:

 Communication And Problem-Solving Skills-Employees and other HR executives

often reach out to HR managers, for their different functional and operational
concerns. Thus, a human resource manager must have effective communication
and problem-solving skills, to build an effective workplace environment.

 Leadership Skills- The HR professional leads different teams to ensure the

completion of diverse tasks and responsibilities within the organization. Thus,
they need to have excellent leadership skills. Learn more about what leadership is
and its role in the HR Manager’s career.

 Technical Skills– The knowledge of emerging technologies and trends help the
HR managers streamline the different processes for growing productivity.

 Organizational Skills- Being a human resource manager, one must juggle a wide
range of responsibilities. They assure all departments meet the decided deadlines
and for an effective outcome.

 Negotiation Skills- This is the most desired skill of an HR manager, as it helps

bring a beneficial decision at the end.

 Empathy- The role of the HR manager requires close interaction with people.
Empathy and a strong understanding of an individual’s behaviour help manage a
wide variety of personalities.

 Time Management Skills- The capability to address multiple projects at a time

demands excellent time management skills.
 HUMAN RESOURCE MANAGEMENT

Human resource management (HRM or HR) is the strategic and coherent approach to the
effective and efficient management of people in a company or organization such that they
help their business gain a competitive advantage. It is designed to maximize employee
performance in service of an employer's strategic objectives. Human resource
management is primarily concerned with the management of people within organizations,
focusing on policies and systems. HR departments are responsible for overseeing
employee-benefits design, employee recruitment, training and development, performance
appraisal, and reward management, such as managing pay and employee benefits
systems. HR also concerns itself with organizational change and industrial relations, or
the balancing of organizational practices with requirements arising from collective
bargaining and governmental laws.
The overall purpose of human resources (HR) is to ensure that the
organization can achieve success through people. HR professionals manage
the human capital of an organization and focus on implementing policies and
processes. They can specialize in finding, recruiting, selecting, training, and
developing employees, as well as maintaining employee relations or
benefits. Training and development professionals ensure that employees are
trained and have continuous development. This is done through training
programs, performance evaluations, and reward programs. Employee
relations deals with the concerns of employees when policies are broken,
such as in cases involving harassment or discrimination. Managing
employee benefits includes developing compensation structures, parental
leave programs, discounts, and other benefits. On the other side of the field
are HR generalists or business partners. These HR professionals could work
in all areas or be labour relations representatives working with unionized
employees.

HR is a product of the human relations movement of the early 20th century

when researchers began documenting ways of creating business value
through the strategic management of the workforce. It was initially
dominated by transactional work, such as payroll and benefits
administration, but due to globalization, company consolidation,
technological advances, and further research, HR as of 2015 focuses on
strategic initiatives like mergers and acquisitions, talent management,
succession planning, industrial and labor relations, and diversity and
inclusion. In the current global work environment, most companies focus on
lowering employee turnover and on retaining the talent and knowledge held
by their workforce.

HUMAN RESOURCES (HR) TOOLS & SOFTWARE –

  Operational Human Resources Information System (HRIS): Systems used to
help provide HR managers with the data they need to perform tasks such as
performance management, promotions, hiring and internal personnel changes. An
operational HRIS will track and provide reporting for human resource data such
as employee records, position details and performance review information.

 Tactical HRIS: These are more useful for making big-picture decisions about
things like resource allocation, job analyses and professional development. In
addition to internal figures, tactical HRIS systems also deal with data such as
union information, competitor data, government requirements and more.

 Strategic HRIS: These systems can help raise awareness regarding available
labor resources and proper workforce planning by managing data like market
information and operations budgets.

 Comprehensive HRIS: These systems are considered to be a one-stop shop for

storing and displaying any information needed to perform nearly all HR functions,
including operational, tactical and strategic matters. A combination of all the
above systems, these work as a streamlined database and platform to offer easy
review and management of a variety of HR-related tasks.

WHO IS AN EMPLOYEE
An employee is someone that another person or company hires to perform a service.
Business owners compensate employees for their work to grow and maintain their
business. Employees typically have a specified pay rate and a written or implied
employment contract with the party they work for. However, some hired workers are not
legally classified as employees and have a separate tax classification.

Employees work for an agreed-upon number of hours or shifts and perform the duties
their employer outlines for them. After applying to a job, going through the interview
process and negotiating a job offer, an employee provides their employer with personal
information such as their taxpayer ID and direct deposit payment information. They
might sign an employment or employee handbook agreement that outlines their job
duties. Depending on the type of employee they are, they may have different obligations
for completing their assigned work.

TYPES OF EMPLOYEES -

There are several classifications of employees and companies can hire one or many types
of employees to perform work. The most common employee classifications include:
 Part-time employees
 Full-time employees
 Seasonal employees
 Temporary employees
 Leased employees

THE MAIN RESPONSIBILITIES OF EMPLOYEES -

  to personally do the work they were hired to do
 to do their work carefully and seriously (In some cases, they could be fired or
disciplined if they’re often late for work, or if they’re absent too often or for no
good reason.)
 to avoid putting themselves or others in danger
 to follow their employer’s instructions (There are some exceptions. For example,
if an employer asks an employee to do something dangerous or illegal, the
employee doesn’t have to follow these instructions.

WHAT IS AN ORGANISATION

Definition: Organization refers to a collection of people, who are involved in pursuing

defined objectives. It can be understood as a social system which comprises all formal
human relationships. The organization encompasses division of work among employees
and alignment of tasks towards the ultimate goal of the company. It can also be referred
as the second most important managerial function, that coordinates the work of
employees, procures resources and combines the two, in pursuance of company’s goals.

Process of Organization

Step 1: Determination and classification of firm’s activities.

Step 2: Grouping of the activities into workable departments.
Step 3: Assignment of authority and responsibility on the departmental executives for
undertaking the delegated tasks.
Step 4: Developing relationship amidst superior and subordinate, within the unit or
department.
Step 5: Framing policies for proper coordination between the superior and subordinate
and creating specific lines of supervision.
Organization is a goal-oriented process, which aims at achieving them, through proper
planning and coordination between activities. It relies on the principle of division of work
and set up authority-responsibility relationship among the members of the organization.

What are the Different Types of Organizations?

This article on the different types of organizations explores the various categories that
organizational structures can fall into. Organizational structures can be tall, meaning that
there are multiple tiers between the entry-level workers and top managers of the
company. They can also be fairly flat, which means that there are very few levels between
employees and management.

Flat Organization
 A flat organization is exactly as its name suggests. While individuals may hold an
expertise, hierarchy and job titles are not stressed among general employees, senior
managers, and executives. In a purely flat organization, everyone is equal.

 Flat organizations are also described as self-managed. The idea behind this
organizational structure is to reduce bureaucracy and empower employees to make
decisions, become creative problem solvers, and take responsibility for their
actions. Since there are minimal or no levels of middle management, a company
that adopts this structure can end up being more productive by speeding up the
decision-making processes.
 Apart from increased productivity, firms with flat organizations have leaner
budgets, since they don’t involve any pricey middle-management salaries. The
 only thing to keep in mind is that this structure typically works best for small to
medium-sized companies. This way, a firm can decentralize decision-making while
still maintaining its corporate integrity.

Functional Organization
 Also referred to as a bureaucratic structure, a functional organization is one that
divides a firm’s operations based on specialties. Ideally, there’s an individual in
charge of a particular function. It’s like any typical business that consists of a sales
department, human relations, and a marketing department. It means that every
employee receives tasks and is accountable to a particular superior.
 A functional organization confers several benefits. For one, there’s a total
specialization of work. Secondly, work is performed more efficiently since each
manager is responsible for a single function. The only drawback to adopting a
functional organization is the fact that there’s a delay in decision-making. All the
functional managers must be consulted when making major decisions, which can
take time.
Divisional Organization
 A divisional organization structures its activities around a market, product, or
specific group of consumers. For instance, a firm can operate in the United States
or Europe, or sell products focused on a specific group of customers. Gap Inc. is
the perfect case in point. It runs three different retailers – Banana Republic, Gap,
and Old Navy. Although each one operates as a separate entity that caters to
different consumer segments, they are all under the company Gap Inc. brand.
 General Electric is another ideal example; it owns numerous firms, brands, and
assets across different industries. Although GE is the umbrella corporation, each
division works as an individual firm. The diagram below will give you an idea of
what a divisional organization looks like.
Matrix Organization
 A matrix organizational structure is a bit more complex, in that there’s more than
one line of reporting managers. It simply means that the employees are
accountable to more than one boss. Most firms that take on this organizational
structure often have two chains of command – functional and project managers.
This type of organization works best for companies with large-scale projects.

HUMAN RESOURCE MANAGEMENT WITH GLOBAL

PERSPECTIVE
In early days of the organization culture role of Human resource management department
was limited, as there are limited numbers of employees, human needs are localized and
human resources were not ready to leave native places.
As the industrialization advanced and number of manufacturers increased, it was difficult
to sustain market share and profitability hence, new dimensions of doing business with
strategy building emerged. Over a period of time competition increased and a small
activity of strategy building grew as a complete and vital part of organization as Strategic
Management. As an outcome Human resource management has also moved from a
straight forward activity into a strategic process. Success of an organization is an
outcome of quality and useful output, sustained output and strategic output. Human
resources are the most important component which helps in building strategies,
implementation and timely modification of these strategies. It is only Human resources
be it at top, middle or lower who can make or break any organization. This aspect has
increased the role of human resources management as well in the present scenario. To
promote goals of maximization of economic conditions, the organizations realized the
importance of implementation of global strategies in their subsidiaries, due to the
increasing development in all areas and globalization, the economies are becoming more
integrated. With expansion of business outside the home countries, the companies got
new tag “Multinational company” i.e. MNC, hence these MNCs are forced to study and
implement the laws of the land as a part of their new and innovative management policies
and practices, this in turn has led the HRM to study the rules and regulation of the
country and set the guidelines that suits to the host country in which the subsidiaries are
going to operate. Any organization has to hire a huge work force locally hence, it is
important to study and understand the demographic and cultural condition and belief of
the local people to establish its business activities successfully. This will eliminate the
foreign tag, alienation and build trust and belongingness. It is the responsibility of Human
resources management to study the human behavior, family structure, society culture and
restructure their HR policies accordingly. Uniformity in practice construct these policies
into standards which are implemented

International Journal of Research and Analytical Reviews (IJRAR) across the

organization. This is an era of global culture (modified) so as to implement it locally and
successfully. For example, Festival holidays, leave facilities, time of work like shifts etc.
The company may face other problems like communication due to the different languages
in countries where head office and subsidiary is located, in such cases HR of the
company has to offer courses for language learning and cross-cultural awareness etc.
CHALLENGES FACED BY GLOBAL COMPANIES

Organizations that have expanded their business to other countries may face international
HR challenges due to cultural differences, time zones, and the failure to maintain legal
compliance with labor laws. Human resource officers must excel at communication and
devise strategic management systems to oversee employees all over the world.
One way to accomplish this is through using centralized HR platforms to allow global
employees to collaborate, communicate, and stay engaged remotely. Through a software,
HR management will be able to be manageable and facilitate all HR functions and allow
to access strategic HR.

 Time & Location Differences

When working with international departments and employees, it may be difficult to stay
up to date on company news and events since one side of the world is working while the
other is asleep. This is why having a strong and connected HRM team is imperative to the
success of international business. HR professionals should ensure that all employees have
the resources needed and training to flourish at your organization no matter the location
or time of day. Through the staffing of international employees, one has to be more
lenient towards deadlines and provide tasks with a consideration that communication may
have a negative factor towards the deadline. One has to approach this in a matter that is
more towards strategic HR such as paying attention to feedback coming from someone
who is in that country. Having increased labor-relations from the other countries your
company is working from, will increase employee performance as their will be more
opinions on the table from people who have first-hand experience.

 Cultural Differences
Since international organizations hire all around the world, your workforce will encounter
many cultural differences, such as language, race, and ethical norms. It is of utmost
importance to understand different cultures in the international areas your business is
operating in. When employees feel unwelcomed and disrespected, employee retention
rates and employee satisfaction drop significantly which can lead to even more
international HR issues. Always have the competency to understand how to engage
diverse employees and navigate cultural norms when working with international
employees by constant research and overseeing how workers react to the company’s
actions. This can be from understanding how work life is controlled to how recruitment
of a new employee is handled in that country.

 Breaking Local Employment Laws

One international human resource management challenge that your human resource
department needs to be prepared for is global employment laws. When hiring outside of
your organization’s typical area of operation, ensure that your HR department has read up
on local labor laws in that particular country. Failure to maintain legal compliance may
impact your organization’s image and work-force branding. Labor laws are different from
country to country, so stay up to date on new HR developments around the globe.

 Creating a Healthy Work Environment

Forming a healthy work environment remotely is one of the most important international
challenges for HR professionals to conquer. It may be difficult to motivate teams to reach
business goals and build genuine connections amongst different departments. If the work
environment is not addressed before building teams across the globe, your organization’s
efficiency and retention rates will suffer significantly.
But, how can you create a healthy remote work environment from afar? Your
organization should strive to dedicate time to team building, host annual events for teams
to meet, encourage participation, and listen to the needs of your employees. Remember
who is the base of your business, respect and treat employees well and they will do the
same to your organization and its clients.

 Administering Fair and Ethical Policies

When your organization’s workplace expands globally, your HR department will need to
understand the ethics of different cultures around the globe. As labor laws change from
country to country, so will ethics.
Some key international ethical issues to look out for may surround the topics of data,
privacy, and compensation. These potential international HR problems can be easily
addressed through training. Lack of awareness can damage your organization’s reputation
and relations overseas, so it is imperative to train all employees on international business
ethics.
Another policy that is mandatory is regarding equal employment around the world. Any
human resources personnel should consider this their mission to keep in recruiting and
dealing with any HR services. Have a handbook of employment laws and policies you
want to encourage more into the company and what are the main ones in that specific
country. Make sure to let employees know that any employee assistance is there at their
disposition.

 Training and Development of Talent

Since your organization is expanding to international territory, your company’s workforce
will expand too and will be in need of organizational leadership. Make sure that your HR
department is ready to manage a larger pool of talent virtually. When human resource
departments get swamped with all the HR systems, skill gaps and trainings can easily be
missed or mismanaged. Stay on top of training and development with a unified HR
platform that brings all your learning management systems together.
When recruiting and trying to acquire international talent, ensure that your recruiters
know how to find international candidates and the cultural awareness needed to recruit
new hires with the right qualifications for years to come. This talent management, will
ensure that new candidates aren’t discouraged and have a good onboarding process.

 Managing People All Over the World

As companies expand overseas, new employees will most likely be in a time zone far
from yours and may communicate in another language. Both of these matters can lead to
the largest HR international challenge, communication problems. Communication is huge
when working domestically or internationally. As the world moves to remote work, you
may not have the chance to meet your team in person for months. So, creating a human
connection may be difficult as well.
One way to address this is through a centralized HR system that can connect employees
from all over the globe to promote teamwork and productivity. As for employees, every
team player should attempt to document their work, communicate with all team members,
and meet frequently to ensure everyone is within the same page of organizational change

CHALLENGES FACED BY EMPLOYEES WORKING

INTERNANTIONALLY
  Accommodation –
Many countries now have a good variety of accommodation. Many of these are currently
listed online, so you’ll have an idea of what is available. You can look at pictures and
amenities and ask your questions on the site, forum, or from those you know already
living in the country. It might even be better to stay a week or two in a hotel or until such
time when you are clear about the place you want to stay. Do not immediately put a
deposit on a home unless you are ready to stay there. It is hard to get your deposit back in
cases when you change your mind. This case happened to our friends, and there is no
recourse unless you spend more for a lawyer whose fees will be more than the deposit
you’re going to lose.

 Schools –
Many countries now have international schools with standards at par with those in your
own country. The teachers often come from your own country or countries with
comparable education standards. However, these schools can be expensive, so negotiate
with your employer. It is easy to make an online search of these schools and the fees they
charge depending on your kids’ level. You can also home school them as some parents
do.

 Travel and Transport –

Getting passports and visas and insurance and vaccinations when you have a family can
be a stressful process. Add to this flights, hotels, and ground transport when you arrive.
Also, hiring transportation for your family use or getting your license with permits allows
you to drive in the country. In some countries, these are easy to arrange, but in others, this
is a maze you don’t want to get into as you start your assignment. Get your local office to
do this for you. They often know how to go around this better than you do.

 Phones and the Internet –

This provision can be tricky in some partner offices. Sometimes, they don’t work very
well, and the requirements to get a phone and internet connection can be a puzzle. Ask a
local you trust in the hotel or in the office to do all these for you. Give them some money
for the work they do. Recently, when we arrived in our rented apartment in Phnom Penh,
we immediately asked the receptionist that evening to get us a Sim card and some load
for our phone. The following day, he came, installed the Sim, and our phones were up
and going. No hassle for us at all.

 Food –
When you have small children, this can be an issue. There are sites now to find out from
other expats what you can get locally. You can also bring enough if what your kids need
is not available at your destination. I once mailed a box of WASA crackers from Canada
to Phnom Penh. More and more now, many of these countries have most of the essentials
you need.

 Work Expectations and Requirements –

Working with an international team has its unique challenges. You often think you’re
understood, but when nothing happens, you know that you missed something. Get one in
your office who speaks your language well and identify the person as your go-to or ask
the person to be present in meetings. This practice is even more beneficial when this
person also has a strong influence and can easily approach the decision-makers. Having
this person can make your life very easy and will eliminate delays and mistakes. Or, in
some projects, there is a budget for a translator.
  Work Team –
Often your team comes from different countries. They bring along with them their own
culture and past experiences of working with an international team. Please get to know
and understand them. Go beyond personalities and focus on the results.

 Health Needs –
In most countries you will be going to, there is always a top-notch hospital or clinic to
serve expats. If not, an hour away by plane will give you this. Ask your embassy. They
often have excellent information being in the place or search online for expat blogs in the
country of your assignment.

 Meaningful Engagement for Spouse and Kids –

It is difficult for spouses to get jobs in many destinations and for kids to find friends
quickly. Although these are not work-related, you know that they can affect your success
at work when these problems come. You can explore portable involvement for your
spouse, volunteer activities, and other families with kids the same age before your trip.
Have family discussions on how you can handle these. Your kids and spouse will have
their ideas.

 Language –
It is always helpful to learn a few words before you get into a country, although
nowadays, many locals prefer to practice their English with you if you are an English
speaker or French or Japanese. However, learning the language when you can, especially
when staying longer, is a big help. The locals are often helpful in helping you say it
correctly.
CHAPTER – 2
RESEARCH METHADOLOGY

Research Methodology is the process, which guide the researcher during the whole
course of research. It works as a device without which an effective research cannot be
done. Hence it is, very much necessary for the researcher that he / she have to adopt the
design best suited to them.
If the due importance is not given to the research design it would create impurities in the
research process, thus the work would lose the reliability. This is the reason that it is not
desirable but also important to construct a good research methodology.

TITLE OF PROJECT

The title of the project is “Study on Human Resource Management with Global
Perspective: social, legal and cultural diversity”
OBJECTIVE OF RESEARCH

 To understand complexities of employment in global scenario

 To understand the challenges faced by a Multinational company
 To understand the reality of working in a foreign from employee point of view
 To understand about infrastructure of human resource in a company

DURATION OF PROJECT

The duration of the project is 30 days

RESEARCH DESIGN

Research Design is the overall description of all the steps though which the projects have
preceded from the setting of objectives to the writing of the project report. The success of
the project depends on the soundness of the research design, which includes problem
definition. specific method of data collection and analysis and time required for the
project. Actually, I am the blue print of research project.
While doing the research, questionnaire was prepared for collecting the primary data.
Questionnaire contained __ questions. They were multiple choice questions.
SOURCES OF DATA

Data can be gathered from two places: internal and external sources. The information
collected from internal sources is called “primary data,” while the information gathered
from outside references is called “secondary data.”

For data analysis, it all must be collected through primary or secondary research. A data
source is a pool of statistical facts and non-statistical facts that a researcher or analyst can
use to do more work on their research.

PRIMARY SOURCES -

 Primary data is that which had not been previously generated. It's collected at the
time of research by the researcher themselves. We can refer to sources of primary
data as primary research methods.
 Experiments can be conducted in laboratories or in real-world (or 'field') settings.
The point of experiments is to establish correlation and/or causation between
multiple variables.
 Social surveys are a popular method of data collection both within and outside
sociology. They involve systematically collecting data from a large sample in
order to gather information and establish relationships between multiple variables.
 A questionnaire is a list of questions, and it is the main way of collecting data in
social surveys. They can either be administered online or in-person, in the form of
pen-and-paper tasks or structured interviews.
  Interviews are also a valuable research tool in the social sciences, because they
allow researchers to gain insight into social issues, as well as how research
subjects themselves perceive those issues. Interviews can be structured, semi-
structured or unstructured. They are also sometimes conducted in groups.
 Observations allow the researcher to be immersed in the environment that they are
studying. Whether they are conducting a participant observation or non-
participant observation, the researcher can also decide whether they want their
presence to be known or not (i.e. whether they conduct an overt or covert
observation).

SECONDARY SOURCES-
 As opposed to primary data, secondary data is that which already exists at the
time of research. The researcher does not have to generate it themselves, but
rather, can simply collate or analyse data which has already been collected.
 Official statistics
 Documents (such as historical documents or government reports), which can be
analysed:
 content analysis,
 thematic analysis, or
 textual analysis
 Diaries
 Autobiographies
 Novels
 Newspapers
 Recorded music
 Films and other artwork
 METHOD OF DATA COLLECTION

QUESTIONAIRE
A questionnaire is a research instrument that consists of a set of questions (or other
types of prompts) for the purpose of gathering information from respondents through
survey or statistical study. A research questionnaire is typically a mix of close-ended
questions and open-ended questions. Open-ended, long-term questions offer the
respondent the ability to elaborate on their thoughts.
For collecting Primary Data, I have prepared a structured questionnaire for the
respondent. After meeting them I filled the questionnaire and got the data. I prepared
my questionnaire having the objective of the study in my mind. My questionnaire has
closed ended questions.

SAMPLE SIZE AND METHOD OF DATA COLLECTION –

Sample Size: -
All respondents were of employable age group.
Sample instrument: -- Questionnaire

LIMITATION OF PROJECT

 Policy of every company varies from country to country or region to region

 Not every employee faces the same hardship as others
 Some companies are very stringent towards the changes in performance of the
employees
 Some employees leave the organization due to the lack of social life
 Fear of working in a new environment takes a huge toll on the employees work
CHAPTER – 3
 LITERATURE REVIEW

Nowadays organizations operating in a local or global environment, facing a number of

new challenges day by day mostly include differences in language and culture of
employees and variation in social structure. The most affected organizations are
multinational companies which are working globally facing a problem that how to bring
consistency in their human resource practices, how to create a coherence and hope to
create an environment where diverse cultural background manager can easily work
(Ananthram and Chan 2013). Globalization of firm's operations or an increased level of
firm's involvement in exchanging goods and services, information, personnel across
national boundaries create challenging for its human resource management

Due to cultural discrepancies, the way of communication is also changed. One of the
biggest challenges is language Research on HR on international context has focused on
three approaches to understanding the issues that arise in a global environment:
international. Comparative and cross culture HR The reason for that due to rapid growth
in technology the most work is done by automation which changes the nature of work
and responsibilities. These rapid and continuous changes in the responsibilities also
create a lot of issues. In this changing scenario, survival is only to build and focus new
capabilities (Hussain¹ and Ahmad 2012).Although the researcher is differed on the factors
that affected the HR practices in a global environment. Most agree that the following
variables influence these systems: (a) contextual variable ( such as the host country's
legal system, cultural distance between host country and employees country), (b) firm-
specific variables( such as stage of internationalization, type of industry, link between
strategy and structure ), and (c)( situational variables ( such as staff availability, need for
control, locus of decision making) In fact, globalization poses various challenges for HR
managers as well at a micro and macro level.

At the micro level, some business still struggles with the extent to which human resource
management (HRM) policies and practices are standardized while respecting local
customs, traditions and needs. There may be further challenges but here we will only
focus challenges related to Human Resource Management. It is not an easy task to move
human resource personnel from one corporate culture to another corporate culture. The
modern globalization has led not only to the expansion of the boundaries of market and
communication but also a spread of culture awareness among consumer all over the
world. In the first stage of the globalization social, economical and political activities are
distributed across boundaries such as events, decisions, and activities. These activities
and movements have consequences for individual and communities in the distant regions
of the globe (Held and McGrew 2007). So the globalization actually creates an
environment where the less develop and developed communities interact with each other
(Mazrui 2001). In addition, the constructed environment of a city, the strong process of a
globalization and localization clash. When we go through all literature regarding the
human resource management most of the researcher focus on the policies and practices.
In other words, they ignore the actual process or the symptoms by which these strategies
are form and concrete.

Available literature reveals that HRM is the entire system of values, policies and practices
which focusing the maximizing the performance of the people in the organizations, with a
view achieving a dynamic balance between the personal interests and concerns of people
and their economic added value. Becoming the world class at managing HR issues is a
challenging for even the most highly regarded companies. Thus, the modern globalization
not only affects the HRM, it affects an economy, culture, and technology According to
the Ananthram and Chan 2013, there should be multiple globalization, economic
globalization, social globalization, political globalization, culture globalization and
learning Globalization. In simple how education (Literature) should be responsive to the
trend and challenges of the globalization has become a major concern in the policy
making in these years.

Keegan, Huemann and 2011 The Various HRM responsibilities of the manager
turner especially in the project-oriented companies is
international a concern that is not given the attention by the
Journal HRM literature. More clear and specific
of elaboration of the responsibilities in
contemporary organizations can increase
Management
performance at each level manifolds
Science
(Popaitoon and Siengthai 2014)
Appelbaum 2011 Management After globalization and ever expanding the
Decision organizations there is a need to adopt strategy
and structures with cross culture operability to
optimize the efficiency. This will warrant the
need to redefine HR strategies to increase or
maintain organizational
performance.(Appelbaum, Roy et al. 2011)
Tony Eswards And 2005 The contribution of the paper has been
twofold. First this paper pointed out the
Sarosh Kuruvilla
weakness in the way that the global – local
question has been addressed and to concepts
that have been used in either under
development strands of the IHRM field or
related field that can rectify these weaknesses.
Secondly, this paper stresses the connections
between the intuitional divides between
countries, the organizational policies of MNCs
and the international division of labor within
them. These points have important implication
for both practitioners and academics.
 (Edwards and Kuruvilla 2005)
Yin Cheong Cheng 2004 The By keeping the increasing concerns about
local and global positive and negative impact,
International the paper gives some justification how to
journal manage and practices of globalization and
of localization in education for maximizing the
benefits and minimize the disadvantages. After
Educational
clarifying the related concepts of local
management
knowledge and Global Knowledge in a
context of globalization, a topology of
multiple theories of fostering local knowledge
and human development has been proposed to
address this key concern namely as the theory
of tree, theory of crystal, theory of birdcage,
theory of DNA, theory of fungus and theory of
amoeba. These theories have varied emphasis
on global dependence and local orientation
and, therefore, they have their own
characteristics, strengths, and limitations in
conceptualizing and managing the process of
fostering local knowledge and human
development.
(Cheong Cheng 2004)
Steinmetz 2011 European Business strategies, Managerial style, and
Management organizational culture moderate HRM
Journal policies. Moreover, it was found that HRM
policies do not have a direct impact on
organizational performance, but their impact is
fully mediated employees skill, attitude, and
behavior.
(Steinmetz, Totzke et al. 2011)
Wesley A Scroggins And 2010 International The article highlights that as IHRM has
HRM emerged as an academic discipline, a variety
Philips G. Benson
of debates and issues have come to dominate
the literature. For practitioners, a long –
standing issue has been a delineation of
specific practices to be used in the
management of people within international
 organizations. Over time, practices have
emerged, and texts today can readily be found
that represent such practices for those working
in MNCs as an HR manager
(Festing and Maletzky 2011)
Zhongming Wang and 2005 International The result shows that both functional and
Zhi Zang Journal of strategic dimension of HRM could be
Manpower identified which has differential effects on
organizational performance and that the most
successful local entrepreneurial firms were
among the collective –based and globally
oriented ones. In their further finding of two
studies 1). The dimension of SHRM and its
model across joint venture partnership 2).
SHRM, innovation and entrepreneurship
modeling largely supported or modified the
four hypotheses. The result shows that there
are mainly two dimensions among HRM
practices in most Chinese companies:
functional HRM practices and Strategic HRM
practices.
(Wang, Chen et al. 2005)
Thanousorn 2014 Land Use In this paper the key findings obtained from
Vongpraseuth and Policy official documents, interviews and data from
Chang Gyu Choi the urban development sectors revealed that
FDI produces more economic growth than the
domestic investment sector. This implies that
the FDI is the leading phenomenon of
globalization and development in the unique.
There are many academic articles focusing on
the global effects and power of FDI, which
show an impact on both natural and
planned growth patterns of urban
boundaries( Yee Ng and Tuan, 2006; Aguilar
and Ward, 2003)., (Blomström and Kokko
1998)
Cultural Diversity Effects

According to Prieto, Phipps and Osiri (2009), diversity is portrayed as a “double-edged

sword” in existing organisational theory. It influences the individual and organisation’s
performance both positively and negatively. However, diversity in the organisation also
means different ways of doing things in the workplace. Organisation also means different
ways of doing things in the workplace. A concern about the effects of diversity has been
raised too, which is that it does not seem to be very clear. Therefore, a distinction hasto
be made between these effects at individual, management and organisational levels.
• On the individual level, the effects refer to the connection, fulfilment, credentials, role
conflict, role ambiguity, sensitivity to discrimination, inhibitions on workers’ abilities and
motivation, and social integration. Diversity has its own costs on the individual’s
emotions.
• On the management level, the effects refer to creativity, flexibility, quality decision-
making and communication.
• In addition, on the organisational level the effects include efficiency, innovation and
quality, creativity, productivity and competitiveness. Cultural diversity is reflection in the
visible, invisible and functional attributesthat are manageable at any level of the.
According to social categorisation theory, people with diverse attributes categorize
themselves based on noticeable attributes such as gender, language and age, which
commonly result in stereotyping and even discrimination in the workplace. Organisations
with well-managed cultural diversity are generally associated with positive organisational
performance, creativity and innovation because of their ability to harness different and
diverse individual abilities and life experiences. However, this is not the case for the
NCS. Among the challenges listed in its Annual Report of 2015/2016, there is a 5% staff
turnover rate; staff disciplinary cases are at 31%; as well as lawsuits pending against the
NCS, along with poor staff morale. In literature, such challenges are generally
symptomatic of poorly managed cultural diversity, which in turn leads to tension among
employees; poor problem-solving approach; high turnover; poor commitment and a high
number of disciplinary cases. Managing human behavior in public and nonprofit
organisations is always a tight walk rope and so is it in correctional services
 Hence, the effective management of diversity has many potential benefits for the
organisation such as cost cutting due to reduced staff turnover; improved problem-solving
skills; flexibility in the work environment; and quality customer service (Sippola, 2007).
Management and Administration Perspectives in Managing Cultural Diversity “DM is a
cross-disciplinary field that uses applied behavioural theories such as anthropology,
economics, education, human resource management, organizational behaviour,
organizational development, political-science, psychology, social work and sociology to
address the whole of range of human system” (Brazzel, 2003, p. 51). The applied
behavioural theories, which outline what diversity management means and the role, it has
on the individual, group and organisation are: • Human Resource Management
Perspectives advocate that DM addresses the change of workplace demography, and fulfil
the affirmative action policy (Cooke & Saini, 2012). • The Psychologist Perspective
regards DM as issues, which are concerned with intra-personal, individual and
organisational systems. • Organisational Behaviour Practitioners are interested in small
groups by focusing on group members, the group and the intergroup and the
organisational environment. • The Organisational Development Practitioner aimsto
subdivide the organisational level to include the organizational subsystem, the
organisation and the inter-organisational network environment (Brazzel, 2003, p. 1)
Management and Administration Perspectives in Managing Cultural
Diversity

“DM is a cross-disciplinary field that uses applied behavioural theories such as

anthropology, economics, education, human resource management, organizational
behaviour, organizational development, political science, psychology, social work and
sociology to address the whole of range of human system” The applied behavioural
theories, which outline what diversity management means and the role, it has on the
individual, group and organisation are:

• Human Resource Management Perspectives advocate that DM addresses the change of

workplace demography, and fulfil the affirmative action policy
• The Psychologist Perspective regards DM as issues, which are concerned with intra-
personal, individual and organisational systems.
• Organisational Behaviour Practitioners are interested in small groups by focusing on
group members, the group and the intergroup and the organisational environment.
• The Organisational Development Practitioner aimsto subdivide the organisational level
to include the organizational subsystem, the organisation and the inter-organisational
network environment
• The Sociological Perspective sees DM in the workplace as a locus of human interaction
that touches on all spheres of society, including the way we organise our family life and
run our communities. Conformity of the society’s member is on the status of being active
participants in the affairs of society and the social face of being employed is ingrained in
the very identity of citizenship.
CHAPTER - 4
 DATA ANALYSIS AND INTERPRETATION

PRIMARY AND SECONDARY DATA RESEARCH

 PRIMARY DATA
Here first-hand information is obtained by distributing Google form questioners to the
employees of both home country and foreign countries and Data was also obtained from
the observation method adopted by the researcher.

Q1. What is your occupation ?

INTERPRETATION
52% of the people are students
17.4% of the people are employee
14.5% of the people are self employed
13% of the people are working professional
Q2. Where do you prefer to work ?

INTERPRETATION

55% people want to work in their home country.

42% people want to work in foreign country
Q4. What are the benefits of working in their home country ?

INTERPRETATION

29% of people choose social network as a benefit

14.5% of people choose absence of language barrier as a benefit
27.5% of people choose familiar travel and transport as a benefit
17.4% of people choose suitable food and environment as a benefit
11.6% people have other reasons as a benefit
Q4. What are the benefits of working in a foreign country ?

INTERPRETATION

39.1% of people choose higher pay the home country as a benefit

10.1% of people choose status as a benefit
29% of people choose higher opportunities for professional growth as a benefit
20.3% of people choose exposure to global networks as a benefit
Very less people choose other as benefits
Q5. Which country offers more opportunity for growth?

INTERPRETATION

72.5% of people choose foreign country for more opportunity to grow

26.1% of people choose home country for more opportunity to grow
Very less people choose other as an option
Q6. Does working in a foreign country have any kind of effect on our home
country`s economic conditions ?

INTERPRETATION

26.1% of people strongly agree on the effects on the home country

34.8% of people agree on the effects on the home country
30.4% of people are neutral about the effects on the home country
few people disagree of the effects on the home country
very few people strongly disagree of the effects on the home country
Q7. How does working in the home country help in developing the same
country ?

INTERPRETATION

43.5% of people choose improving economic conditions of home country

21.7% of people choose increase in talent acquisition
8.7% of people choose increased patriotism
20.3% of people choose increase in skilled labour quantity
few people choose other as an option
Q8. Which country`s labour laws are easier to understand and work in

INTERPRETATION

59% of people choose home country

37.7% of people choose foreign country
Very few people choose other as an option
Q9. Where do you feel the discrimination is more for promotions, appraisal
and career growth in an organization?

INTERPRETATION

53% PEOPLE CHOOSE HOME COUNTRY FOR DISCRIMINATION

46.4% PEOPLE CHOOSE FOREIGN COUNTRY FOR DISCRIMINATION
Q10. Where do you think you can work at your full potential

INTERPRETATION

50.7% of people choose foreign country

49.3% of people choose home country
Q11. Where do you think the competition is more ?

INTERPRETATION

55.1% OF PEOPLE CHOOSE HOME COUNTRY

44.9% OF PEOPLE CHOOSE FOREIGN COUNTRY
Q12. Where do you think you fit in the best considering all features?

INTERPRETATION

43.5% of people choose foreign country

56.5% of people choose home country
CHAPTER - 5

CONCLUSION
1. More the half of the people who respond are students and it showcases the
mentality and expectations the youth of today have about their employment in the
future.
2. The desire to work in a foreign country or the home country is not equal but still
quite close to each other
3. The major reason and benefit to work in the home country is the social network
and the familiar travel and transport which are most important to a person who is
employed
4. Although people will be comfortable working in their home country but still strive
to work in a foreign country for their career growth and pay scale
5. People will continue to work in foreign country regardless of the conditions
because they offer more opportunity for professional growth
6. More then 50% of people agree to aftereffects of working in a foreign country that
means that there is concern and worry for their home country as well
7. People also agree that they working in their home country will eventually help in
boosting the that country`s economy but due to lack of remuneration they still
prefer to work for foreign countries
8. People also have more understanding about the labour laws of their home country
rather than a foreign country
9. The discrimination is believed to almost equivalent in both, the foreign and the
home country in the workplace
10. People are confident to work at their full potential regardless of the country they
work in
11. There is still presence of a belief that they suit better working in their home
country with their friends, family and home companies but remuneration is really
important for the survival of the same people that they care about
CHAPTER - 6

SUGGESTIONS
An employee should consider all of the factors like personal factors, for eg. the
distance that will be created between the friends and family, comfort food, lack of
familiar surroundings and weather, etc. and professional factors, for eg. the career
growth, the network access of MNC`s, increase in pay, travelling, etc. before taking
the decision of working in the home country or foreign country. Failure in
consideration of any of these factors could hamper a person`s state of mind, lead to
mental stress, concentration in the workplace, economic stability, social network,
personal relations, etc.

I personally believe that a person should take the risk of working in a foreign country
till you have achieved economic stability because I would work to nurture and
support my family and friends and their well being is my top most priority and this
priority can only be achieved if I earn enough money. The current state of our country
is quite harsh, the competitions are at its peak, the survival cost is very high, the taxes
are very high, the inflation rates are very high and the population is making things
hard in the employment sector as well.

Many foreign countries are providing good amount of pay scales, better growth
opportunities, less cost of survival, free transportation, family allowances with easy
citizenship and reservations, and many more. It would be very easy to settle there and
also the education system is at par or better then the home countries education
system.
 CHAPTER - 7

WEBLIOGRAPHY
 www.Google.com
 www.Online.lincon.ac.uk
 www.Researchgate.net
 www.infosys.com
 www.insidehr.com
 www.whatishumanresource.com
 www.tuw.edu.com
 www.emeritus.org
 www.wikipedia.com
 www.peoplespheres.com
 www.educaloi.ca/en
 www.questionpro.com
 www.researchguides.ben.edu
 www.studysmarter.co.uk
 www.researchgate.net
 www.iosrjournal.org
 www.young.scot.com
 www.ukessays.com

BIBLIOGRAPHY
 "Challenges and strategies for global human resource executives: Perspectives
from Canada and the United States." European Management Journal.
 "Globalization of performance appraisals: theory and applications." Management
Decision.
 "Escape from the iron cage? Organizational change and isomorphic pressures in
the public sector." Journal of Public Administration Research and Theory 19.
 "Educational policy planning and globalization." International Journal of
Educational Development.
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Dusit Rajabhat University." Journal of Knowledge Management 19..
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globalization." STRATEGIC HUMAN RESOURCE MANAGEMENT”.
 "Multinational corporations and spillovers." Journal of Economic surveys
 "Education, globalization and economic development." Journal of education
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management practices." Human Resource Management Review
 "Fostering local knowledge and human development in globalization of
education." International Journal of Educational Management
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resource management
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Literature Review." Management
CHAPTER - 8
 APPENDIX

QUESTIONNAIRE:

Q1. Your occupation

o Student
o Employee
o Self employed
o Working professional
o Other
Q2. Where do you prefer to work
o Home country
o Foreign country
o Other
Q3. Benefits of working in home country
o Social network
o Absence of language barrier
o Familiar travel and transport
o Suitable food and environment
o Other
Q4. Benefits of working in foreign country
o Higher pay from home country
o Status
o Higher opportunities for professional growth
o Exposure to global networks
o Other
Q5. Which country offers more opportunity for growth
o Home country
o Foreign country
o Other

Q6. Does working in a foreign country effect our home country`s economic
condition
o Strongly agree
o Agree
o Neutral
o Disagree
o Strongly disagree
Q7. How does working in the home country help in developing the same
country
o Improving economic condition of home country
o Increase in talent acquisition
o Increased patriotism
o Increase in skilled labour quantity
o Other
Q8. Which country`s labour laws are easier to understand and work in
o Home country
o Foreign country
o Other

Q9. Where do you feel the discrimination is more for promotions, appraisal
and career growth in an organisation
 o Home country
o Foreign country
Q10. Where do you think you can work at your full potential
o Home country
o Foreign country
Q11. Where do you think the competition is more
o Home country
o Foreign country
Q12. Where do you think you fit in the best considering all features
o Home country
o Foreign country