Reference no: EM13935413

Success or failure as a consequence of HRM decision making by HRM managers Diversification, internationalisation and globalisation have made the practice of human resource management a specialty field that transcends the tradition HRM. While the core functions are the same, the complexity is much more apparent in the decision making process of HR managers and teams brought together to face the new challenges. There is much theory that can be applied to Strategic HRM and some research. There are also opposing views. For this case study, you will identify two organisations:

1. an unsuccessful cross-border business venture that can be attributed to HR Management decisions

2. a successful cross-border business venture that can be attributed to HR management decisions In both organisational cases, it will be necessary to determine the level of strategic alignment between the HR function and the upper management group and the level of strategy (if at all) employed in the decision making process. Your case study report will be marked on your ability to:

Differentiate each company's level of internationalisation and the management structures in place

Indicate the specific goals of the companies

Analyse each company's demonstrated regard for the HRM function and its importance to the strategic goals of the organisation

Identify the HR methods (traditional HRM or Strategic HRM) utilised by the two organisations in cross border venture

Describe the training and leadership process of the two organisations.

Distinguish the specific HR decisions that brought success or failure to the organisations in the case studies.

Highlight what may have been done differently

Theorise how the HRM practitioners could improve their position in those organisations by claiming a stake in the collaborative strategic decision making process.

Demonstrate a knowledge of the theory and research into strategic HRM practices as can be applied to the cases involved.