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A clear and well thought research plan is therefore necessary for the success of this research project.This study can be categorised as explanatory as it attempts to understand the phenomenon rather than to create a theory (Kane and O’Reilly-De Brun, 2001).
Moreover, it will examine the impact and role of the political, economic, legal, technological and cultural contingencies in limiting or facilitating the applicability of HRM.
Furthermore, it aspires to evaluate the different management styles of expatriates and local managers, as well as work attitudes in multinationals operating in the country.
The main aim of this study is to critically evaluate HRM practices applicability to multinationals operating in a specific country; the UK.
This is an attempt to understand the extent to which the concept is applicable to this country, and thus the level of its efficiency.
Thus, it is a western derived concept that evolved in response to political, economic, legal, and technological changes and one which is highly influenced by the cultural context.
It aimed to make firms more competitive, adaptive and strategic in a turbulent environment by introducing innovative practices in employment relations and business operations.
This is mainly because of the critical role of culture, which has a great influence over peoples’ attitudes and behaviours.
At the same time, powerful multinationals can influence the host nation’s economic and political policies and practices.
Likewise, they will have an impact on management styles and peoples’ tastes and lifestyles.
Evidently, HRM practices will be influenced by these external factors as these activities are not carried out in a vacuum.