The Impact Of Retaining Older Workers In Modern Organizations In North Thesis

The Impact Of Retaining Older Workers In Modern Organizations In North America - Thesis Example This, when read in conjunction with the above valid hypothesis, implies that the surveyed organizations do not have adequate policies of motivating and retaining older employees. The research recommended that these organizations should pay attention to providing training and development opportunities, clarity of purpose and decision making to the younger employees in order for them to make greater contribution to the organization. The current paper aims to examine the relationship between organizational policies of motivation and retention of older employees and the older workers morale and performance on customer relationship management. The above is found to be worth researching as the organizations are faced with the dilemma of retaining older workers who they presume to have redundant or debilitating abilities or to retire them. However, the researcher believes that the older workers are able to provide their distinct contribution in the form of experience and wisdom and should be encouraged in the organizations. The following paper therefore hopes to provide a valid reason for making the above recommendations. The research will undertake a non-human approach, where secondary data will be collected and analyzed. The research will firstly will delve into the available literature related to the costs and benefits of retaining older workers. This will help in formulating a background for the next section of the research that would deal with a statistical analysis of the research data collected by a consultancy organization, Denison Consulting, LLC. The data collected by Denison Consulting, LLC via its Organizational Culture Survey will be analyzed to test the research hypotheses. The workplace is increasingly becoming diverse with people from different genders, ethnicity, cultures or even different nations come together to perform their jobs. There have been great

The Supreme Court has held that the selection guidelines in the Case Study

The Supreme Court has held that the selection guidelines in the federal governments Uniform Guidelines on Employee Selection Procedures also apply to performance measurement - Case Study Example Dana accused Mr. McGrory of discrimination on the basis of gender and sexual orientation. The Supreme Court found McGrory guilty for failing to cooperate with the attorney when he was required to provide a performance appraisal plan. Further, the court dismissed his appeal for wrongful dismissal and termed his claims unfounded. Performance management in the US is important in the employment sector as it provides the basis for employee evaluation. The employees are obliged to perform to the standards of the organization if they have to reserve their jobs. Performance management requires transparent guidelines on the measures of employee performance within an organization. As Noe, Hollenbeck, Gerhart, & Wright (2011, p. 249) point out, the Supreme Court has held that the selection guidelines in the federal government’s Uniform Guidelines on Employee Selection Procedures also apply to performance measurement. The idea of the Supreme Court is to ensure that performance management is conducted ethically to avoid issues of discrimination or wrongful dismissal of employees. The human resources must define a standard criterion for measuring performance within its organization to ensure that work assessment is conducted in a transparent manner. In the case above, the court found McGrory guilty of misconduct for his failure to provide a clear basis for regarding Dana as an efficient employee. When questioned by the court, he failed to provide a clear basis for performance management which he used as a reference in measuring the employee’s performance. An unethical issue that emerged in this case is that the McGrory used other employees to assess the performance of Dana, which is against the guidelines provided by the Supreme Court (Lewis, 2013). According to the Supreme Court, employees should be assessed using the same selection guidelines that an organization uses. Therefore, it was probable that the employee complaining against Dana’s performance may have

Reflective Essay About Moving And Handling Skill Nursing Essay

Reflective Essay About Moving And Handling Skill Nursing Essay This reflective essay will be about moving and handling skill, which took place during my placement where I was supposed to learn and practicalised my nursing skills. In describing the event, I will be using Gibbs reflective cycle (1988) (see appendix: 1) to analyse my actions and feelings. For the purpose of confidentiality, the name of the service user and place where the event took place as been made anonymous (Nursing and Midwifery Council 2009). Description I was on placement in a nursing home when my mentor asked me to transfer John from his bed to a wheel chair. John is 60 years old man, who suffered from osteoarthritis. Before I carried out the task, my mentor had explained to me what I need to do when transferring a service user from the bed to the wheel chair. My mentor was also present at the scene to provide me with guidance and support; as the procedure required more than one person. When I approached John room I closed his door in order to maintain his dignity and privacy. Having done that, I obtained his consent and explained to him what I was going to do. However, I assessed the task ahead of me by completing a moving and handling assessment form. This enables me to provide for the appropriate equipment (wheelchair and full body hoist sling) needed to transfer John. I ask my mentor to assist me to fix the sling on John, as the task required more than one carer. I then required John to tilt to one side of the bed so I can fix the sling under his body and the same process was carried out by my mentor on the other side putting Johns independence into consideration. The full body sling hook was attached to the hoist stand and John was carefully transferred from the bed to the wheelchair with maximum care without causing him further pain. When John was finally comfortable on the wheelchair, I asked him if he had experienced any pain as a result of the transfer he replied that the task was perfectly executed. Feelings At first, I was nervous about causing John any further pain knowing that his osteoarthritis condition is severe. However, I was pleased that John was satisfied at the end with the way the task was carried out as he appraised our effort. In addition, I felt piteous for John knowing his condition could be very painful. Evaluation It was good that I completed a moving and handling assessment form, as this enables me to transfer John with the appropriate equipment without causing him any pain. Dougherty and Lister (2009) postulated that the risk of injury to both carers and service users can be reduced by fully assessing the task and identifying the right equipment and procedure. They further warn that moving service users in bed without using appropriate equipment can cause friction and shearing to their skin, which is a common cause of pressure ulcers. Haslam et al (2007) supports the above view and went on to say that for moving and handling to be considered successful, the carer needs to employ minimal effort and the service user needs to experience minimal discomfort. However, Iggulder et al (2009) affirmed that assessment of task and training are not sufficient on their own to minimise the incidence of back pain. I was also satisfied that I obtain Johns consent and explained to him what I was going to do, which makes him to be cooperative throughout the task. Hogston and Simpson (2002) suggest that service users should be asked of their informed consent before administering any form of treatments to them. He further emphasised that this will allow the service users to have adequate information about their treatment and also promote a sense of independence. However, it was bad that I did not wear personal protective equipment before carrying out the task. According to the Department of Health (DH 2006) and the National Institute for Health and Clinical Excellence (NICE 2003) state that using protective equipment will reduce the risk of acquiring contamination from potentially infectious body fluids and transmitting microorganisms through hands or clothing. Health and Safety Executive (2004) supports this and went on to say that disposable apron and gloves should be worn for all direct care procedures with service user when there is likelihood of contact with blood, secretions and excretions or body fluids. Analysis The Health and Safety Executive (HSE 2004) describe moving and handling as any transporting or supporting of a service user (including sliding, rolling and tilting) with suitable equipment and technique. As a result, I used a full body hoist sling to transfer John to the wheelchair, due to his inability to stand on his both knees. Mandelstam (2003) affirmed that service users with painful knee injury such as osteoarthritis often have difficulty with mobility. Alternatively, I could have used a sliding board to transfer John as proposed by Pellatt (2005), but the nursing home has not got such equipment available. I required John to tilt as much as possible in order to maintain his independence while I affixed the full body hoist sling round his body. Gibson (1991) explains that empowering service users has benefits which include positive self-concept, increased personal satisfaction, a sense of control and improved quality of life. I was satisfied to have adopted the appropriate techn ique and used the right equipment to transfer John, as my mentor was present to support and guide me throughout the procedure. Royal College of Nursing (RCN 2007) states that mentor is a key support for students in practice in order to facilitate competence for registration. On reflection, if the appropriate equipment had not been used to transfer John, he could have secured further injury. The Health and Safety Executive (2004) supports this view and states that service users are at risk of shoulder injury, musculoskeletal disorder and tissue injury from inappropriate lifting into the sitting or standing position, or lowering them into the sitting position. However, Chell (2003) warns that undertaking unsafe handling practice could be construed as a form of abuse. Conclusion John was comfortably transferred without causing him any further pain which was the initial motive. On reflection, there is nothing significant I could have done differently as regards to moving and handling skill, my mentor was present to provide me with guidance and support throughout the task. However, I need to reflect on similar situation and develop my moving and handling skills so that I can independently carry out such task should the need arise again. In addition, It is imperative for me to wear protective clothing during such task in order to prevent cross infection (DH 2006 and NICE 2003). Action plan In future situation as such, I will ensure that the service user is transfer without causing him/her any form of injury. However, it is imperative for me to reflect on similar event and further develop my moving and handling skill by taking part in annually training. As this will facilitate a better practice in the future and also make me an independent expert practitioner (Benner 1984). In addition, should the situation resurface again I ensure that I wear protective clothing, so as to protect myself and the service user against infectious diseases.

English Language Teaching Essays -- essays research papers

Topic Literature Review: English Language Teaching Strategies for Learning-Disabled Secondary School Students Introduction   Ã‚  Ã‚  Ã‚  Ã‚  One of the aims of the Singapore Ministry of Education is to ensure that all school-going children receive a minimum ten years of general education. Streaming is one way to ensure that all students are taught according to their academic ability, and â€Å"learn at a pace which they can cope.† (Coping with Singaporeans’ Concerns, 2001, p. 4). At the primary school level, remediation programmes such as the â€Å"Learning Support Programme (LSP) and the Encouragement Achievement and Better Learning (ENABLE) Programmes† are made available to assist students who have been assessed as weak in English and Mathematics (Coping with Singaporeans’ concerns, 2001, p. 4). At secondary level, the Normal Technical (NT) stream was implemented in 1994 to cater to students who are less academically inclined. The majority of the learning-disabled students will be found in the NT stream. In NT stream, students follow a less rigorous curriculum which focuses on English and Mathematics, and more hands-on learning experiences. The NT curriculum basically prepares students for vocational/technical academic and career paths. Unlike primary schools where there are remediation programmes to support students who are identified as weak in academic performance or â€Å"learning-disabled†, little attention is given to NT stream students, especially students with learning disabilities. This can be attributed to a number of reasons such as exclusion of NT stream students’ performance at National Examinations from the school league table, and inadequately-trained general education teachers to teach students with special educational needs. For any remediation programmes that are available, they are provided at an ad hoc basis by out-of-school â€Å"ethnic self-help groups and voluntary welfare organizations† (Coping with Singaporeans’ concerns, 2001, p. 4). Research has revealed that NT students suffer from â€Å"low self-esteem†, â€Å"achievement motivation†, and â€Å"poor study habits† as they progress up the levels in secondary schools (Chan, 1996). One of the main reasons for the poor academic performance of NT students is that most NT students face problems following lessons in class. All subjects, with the exception of Mother Tongue subject, are ... ...h that is grammatical, fluent, appropriate for purpose, context and culture. 3.  Ã‚  Ã‚  Ã‚  Ã‚  A Summary of the learning Outcomes by the End of Secondary Two and Four Normal Technical: Pupils will: a.  Ã‚  Ã‚  Ã‚  Ã‚  Respond to a variety of texts and demonstrate a positive attitude towards reading and language. b.  Ã‚  Ã‚  Ã‚  Ã‚  Listen for information from a variety of sources. c.  Ã‚  Ã‚  Ã‚  Ã‚  Speak fluently and expressively on a range of topics. d.  Ã‚  Ã‚  Ã‚  Ã‚  Present and develop ideas effectively in speech/writing for a variety of purposes and audiences. e.  Ã‚  Ã‚  Ã‚  Ã‚  Write legibly, coherently and cohesively for different purpose and audiences. f.  Ã‚  Ã‚  Ã‚  Ã‚  Demonstrate knowledge about language and text types from print/ non-print/ electronic source. g.  Ã‚  Ã‚  Ã‚  Ã‚  Use reading strategies to construct meaning. (Adapted from Ministry of Education. (2001). English Language Syllabus 2001 For Primary and Secondary Schools. Singapore: Curriculum Planning and Development Division, Ministry of Education.)

If a Patient Develops a Blood Clot in the Femoral Vein Essay

If a patient develops a blood clot in the femoral vein of the left lower limb and a portion of the clot breaks loose, where is the blood flow likely to carry the embolus? What symptoms are likely? To add to your thoughts, the blood flow is likely to carry the embolus to the patient’s lungs. This is called a pulmonary embolism. Pulmonary embolisms usually originate in the legs, like in this case. They are caused by a blood clot that has traveled to your lungs. There are a lot of factors that can determine what kind of symptoms you have with pulmonary embolisms. For example, how much of the patient’s lung is involved in the clot, the size of the clot, and the patient’s overall health — especially the presence or absence of underlying lung disease or heart disease. Some common symptoms of a pulmonary embolism include shortness of breath, coughing, and chest pain. Shortness of breath is usually the first symptom that occurs and can happen whether you are exercising or just sitting. Chest pain can also happen when you are just resting, but will also get worse when you are active. This pain may feel like you are having a heart attack. Coughing also occurs, but can produce bloody sputum. Other symptoms include wheezing, weak pulse, rapid and irregular heartbeat, and lightheadedness that could lead to fainting. It is very important that you go the doctor immediately if you experience these symptoms, as this can be life threatening.

Analysis Of Michael Harvey s The Hero Essay - 1118 Words

WRITING ASSIGNMENT 2 Michael Barlow Saint Leo University When I think of a hero, I think of someone who is not only mentally strong, but has the endurance to go the distance. We all have has some heroes in our lives. Just ask any kid these days who their hero is. I am sure you will hear a familiar name such as, Superman, Spiderman, Ironman and the most recent one my son says is the Avengers. They are the best superhero in the world, but I say to my son what about all the hero that are no on the TV. He looks at me like I have lost my mind. I look at the hero, and I see a broad variety of hero aside from the comic books, but in everyday people that go through life doing the very same thing as we do. Not all hero’s wear red capes and masks to hide their identities. If you look at the day to day people like the fire department and the police department, those are some of the best heroes. They volunteer every day to keep people out harm’s way while in most cases placing their own lives in jeopardy to save lives. Those people do whatever it takes to get the job done with little to no recognition of what they have done besides the self-satisfaction and a pat on the back for a good job. Another example of hero’s that stands out to me would be the U.S. service members who are serving in all branches of the military. These guys and gals are volunteers that decide to serve their country from whatever the reason weather it was a family tradition or they sought theShow MoreRelatedFirestone and Ford: the Tire Tread Separation Tragedy5367 Words   |  22 Pagescompany. Over the previous nine months, Firestone had recalled 6.5 million tires from Ford Explorers after some tires shredded on the highway, leading to rollovers that the NHTSA said had killed 174 people and injured 700 more. 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Example Essays On Comparing International Models Of Management - Free Essay Example

Sample details Pages: 10 Words: 2887 Downloads: 6 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? a) Based on recent research on international human resource management, compare and contrast the American and European models of managing human resource based on the case. As global competition continues to intensify, according to Beer et al. (1984), organisations need to focus on their value of investments in human resources which is the key to sustainable competitive advantage. Don’t waste time! Our writers will create an original "Example Essays On Comparing International Models Of Management" essay for you Create order Based on recent research, IHRM policies and practices are influenced by the organisations structure and strategy; its institutional and cultural environments (Ngo et al., 1998; Schuler and Rogovsky, 1998; Schuler et al., 2002; Sparrow et al., 2004). National culture and the country of origin of the Multinational Enterprise (MNE) do influence HRM policies and practices (Ngo et al.,1998). International Human Resources Management (IHRM) focuses on the complexities of managing people across borders and the competitive constraints within organizations to achieve global competitive advantage (Porter, 1990) Compare and Contrast American and European HRM in MPS HRM concept was originated from the United States of America (US), while in Europe, it was created in 1965 (Locke, 1989). The American HRM have been characterised as universal model (Brewster, 1999a, 1999b) as their prescriptions are intended to apply in all circumstances. The summary of the comparison and contrast of A merican and European models of HRM based on MPS case is illustrated in Appendix A. Based on research, the American culture is individualistic and achievement oriented (Hofstede,1980; Lawrence, 1996; Trompenaars and Hampden-Turner, 1997). The ideal HRM of America is underpinned by the high degree of formalization (process) and a strong sense of managerial right to manage (Jamieson, 1980, 1985). As can be seen in MPS HQ in America, the organization has invested in formalizing clear sets of procedures, management development programmes (TQM) and in search for quantitative data (annual staff opinion survey to determine employees satisfaction, workplace feedback mechanism). Unfortunately, in the case of MPS in France, the french were against the concept of cellular feedback mechanism. HRM in Europe is based more on qualitative impact of cultural diversity, the organization is influenced by authority network, only hierarchical position can give power to his/her employees. (Lauren t, 1986). According to DIribarne (1989), the US managers are free to fire or reward employees within the boundaries of a fair contract. He contrasts that logic of honour in France as it is based on status or rank. Failure to employ a capable/sound manager, just like the case of MPS in France, employees will refuse to respond to orders. On the other hand, the labour unions in Europe are very strong, promoting laws to protect employees within the Europe continent as well as EU level (Claus, 2003) The contrast between American HRM concept and the HRM in Europe is summarised as below: Dominant Features HRM in America HRM in Europe Roots Freedom and autonomy Qualitative impact of cultural diversity Organisational cultures Private enterprise Sense of organisational and managerial responsibility towards employees Role of the state Low interference from the state Greater involvement of the states and European supranational agencies Trade unions a nd employee representation Traditional antagonism of management towards trade unions Wider support towards trade union and other forms of employee representation Source: Communal , 1999, Voynnet Fourboul and Bournois, 1999 and Brewster, 2000 p:180. It is clearly pointed out that the way HRM conducted in Europe is contrast to the America. (Brewster and Bournois, 1991). The American HRM viewed as freedom/autonomy to develop their own strategies (Guest, 1990), an opportunity for anyone who work hard to be successful and a vision of the frontier mentality, the private enterprise culture. (Harzing and Ruysseveldt, 2004) The European concept of HRM is operated with more restricted autonomy, constrained at the national level by culture and legislation, international (EU) level, organisational level by patterns of ownership, and HRM level by trade union involvement and consultative measurements. (Harzing and Ruysseveldt, 2004) Therefore, MPS faced the problem of diversi fying the HR conditions to Europe subsidiaries, as practices established in US do not always translate well in the European context, (see table below). Problems Encountered Condition Expatriate Managers Considerable degree of difficulty when giving assignments in European subsidiaries. UK-resentment for working weekend to fulfill emergency orders. France refuse to work extra hours. Industrial Relations To minimise the influence of unions by the expatriate manager failed. UK- highly unionized France Work Council not operate properly Sweden Over 65% employees unionized, work council meeting resented by the Americans (non-cooperative) ethnocentric per Perlmutters typology (1969). Management Style Communications barriers between American expatriates and subsidiary workforce. UK and France Performance management system difficulties in setting up initially, France Feedback mechanism, prefer line manager with authority. Sweden Baulked performance management scheme. All subsidiaries against the gung ho culture through culture training and attitudinal orientation sessions. Degree of control European subsidiaries believe control being exerted over them. UK targets too harsh Source: HRM overseas in MPS Report by Jim Grant It is noted that in Europe, HRM is less dependent, less autonomy and freedom of action, trade unionism is more important, social partners have more influence, legal regulations are more important, and there is stronger tradition of employee involvement. (Brewster and Hagewisch, 1994) Conclusion As can be seen in MPS case, HR model developed in the cultural context of one country may not be applicable to another country without testing the cultural preconception (Claus, 2003). Pieper (1990) concluded that a single universal model of HRM does not exist. Question 1 b) Could you say that there is a European model of managing human resources? Justify your answer. The Europe continent is made up of 43 countries, out of which 27 countries are European Union (EU) members. EU is unique, it is not a federal State like US because its member countries remain independent sovereign nations but they unite their decision making powers to shared institutions (European Parliament, Council (national governments) for joint-interest to gain strength and world influence (European Communities, 2007). The EU, in just over half a century has delivered unity and prosperity in Europe, a single European currency (Euro) and a frontier-free single market where goods, services, people and capital move freely (European Communities, 2007). With the existence of EU, the qualitative impact of cultural and institutional diversity on HRM do exist, where the European HRM concept incorporate regional and national differences (Harzing Ruysseveldt, 2004). The major difference between American HRM and European HRM is the degree to which HRM influenced and determined by state government. The emerging model of HRM in Europe needed to be flexible and operable within respective cultural traditions among its member states and supranational agencies by understanding the social standards in society, legal framework protection and greater involvement in labour market issues. (Claus, 2003). As noted by Germany, the international HR practices basic functions of HR management are given different weights in different countries, they are applied differently (Gaugler,1988:26). The EU particularly through the European Social Charter and its associated Social Action Programme does have an impact and legislative influence on HRM (Brewster and Teague, 1989) as illustrated below: Within Europe, differences of cultural/geographical can be identified through various regional areas which show common elements of HRM (see below). Clusters in Europe Country Nordic Finland, Norway, Denmark, Sweden. Germanic Austria, Germany, Switzerland Anglo United Kingdom, Ireland Latin European France, Belgium, Italy, Spain, Portugal Source :Ronen and Shenkar, 1985. As far as the use of flexible working practices is concerned, European countries are clustered according to their institutional factors (trade unionization/unemployment rate) rather than, go beyond but distinct, cultural factors (Brewster and Tregaskis, 2001). Institutionalists (e.g. Hall Soskice, 2001) state national factors like governance, economics,  ¬Ãƒâ€šÃ‚ nancial, legal systems, trade unions, together form the national business system. These sources are the main differences in HRM between nations in Europe (see below chart) The national culture (values, norms, behaviour) also influence HRM practices (Leat El-Kot, 2007). HRM approaches is seen as cultural artefacts in any particular country re ¬Ãƒ ¢Ã¢â€š ¬Ã… ¡ecting the basic theories and values of the national culture of an organisation Laurent (1986). Many studies have applied this variable as the major explanatory variable. A European Model A proposed European model of HRM that enables analysts to link HRM more clearly to international competition where organisations focus personnel requirements importance, more tolerant to uncertainty/challenges, venturing into greater risks, and able to accept variablility (Bartlett and Ghoshal 1989; Hedlund and Rolander 1990). This model also provides closer fit between HRM and national success. Source: Brewster. C (1995), Towards a European Model of Human Resource Management, Journal of International Business Studies, Vol. 26, No.1 (1st Qtr., 1995), p.14 In summary, the model shows business strategy, HR strategy and HR practices of an organisation interact within and with an external environment of national culture. The dotted lines signify organisation and its human resource strategies/practices in turn interact with/part of that environment. Recent research findings confirm that this proposed model did reveal significant differences of HRM practices between nation s, therefore multinational corporations tend to adapt their HRM to local responsiveness (Brewster and Bournois 1991; Rosenzweig and Nohria 1994). Conclusion To expand the US HRM (universal paradigm) concept to Europe, serious understanding that regional differences as well as differences among countries within specific regions exist in Europe (Brewster et al., 2000). European authors argued that we are in culturally different context and, Rather than copy solutions which result from other culture traditions we should consider the state of mind that presided in the search for responses adapted to the culture [Albert 1989, p.75, translation in Brewster and Bournois 1991]. Therefore, it is better to mention HRM in Europe rather than European HRM (Sparrow and Hilltop, 1994). Question 2 a) In examining cross-national differences in managing organizations, one theoretical approach would be to adopt a culturalist or an institutionalist perspective. How would you explain these theoretical perspective to Jim Grant? Cultural Perspective Culture refers to the way of life of a group of people. Every individual is unique, therefore there are different levels of cultural dimension which measures differences in values, assumptions, beliefs and actions (Child, 2002) of a group of society who shared the same experiences (thinking, behaviour) that constitutes its culture. The cultural studies on national and organisational culture confirmed that there are nationality influences of differences in work values, beliefs and orientations of organisations across different countries (Hofstede, 1991, 2001; Inglehart et al., 1998; Trompenaars, 1994; Black and Mendenhall, 1989). This proves in MPS, Jim Grant reported that US faced some resistance on the introduction of HR practices of which they have worked successfully in US but not in the three European subsidiaries. As we can see, within the three European subsidiaries, they responded differently to the US HRM policies (see Appendix D). This is due to the cross-national differences within the European countries themselves. On the other hand, the American resented the Swedish work council meetings, where the Swedish viewed the American as non-cooperative. It is important that Jim Grant to understand the cross-cultural values of each of the three subsidiaries (UK, France, Sweden) to promote co-operation among the group to attain competitive advantage as a group company globally. The key challenge is to what extent national culture influences the organisation behaviour/performance (Edward. T and Rees. C, 2006 p. X). The two best-known cultural models apply for cross-national organisations are Hofstede (2001) and Trompenaars and Hampden-Turner (1997). They see cultural values as long-term management as it varies systematically between societies and as conditioning what is acceptable organisational practice. The acceptable method is by linking culture and career success through HR practices about how people should be ma naged @ Norms Regarding HR Practices. (Aumann and Ostroff, 2006). Hofstede (1980) on cultural dimensions has developed a propositions which link national culture, HR practices influence workers by using a fit perspective (see below) Norms sensitive to cultural influence Source: Hofstedes model 1980). Cultural dimensions of how culture impact on HR practices (Aumann and Ostroff, 2006) Peng et al. (2000) concluded there is no single definition of culture. Researchers highlight various aspects of culture based on adopting workable assumptions about what culture is. Therefore Jim Grant needs to measure and compare the relative strength of different cultural dimensions as well as the possibility of other HR dimensions. Institutional Perspective Cross-national differences in institutional structures are likely to create management practices that vary from country to country (state, governments, laws and legal systems, associations, education systems, industrial relation) There are a number of institutional systems whose influence on HRM in a cross-national context (see Appendix E) From the institutional perspective theory (Scott et al., 2003; Westney, 2005) HR practices are affected by differences in national culture. Success of HR practices will largely dependent on managers abilities to understand and balance different cultural values and practices (Wang et al., 2008). Based on institutional approach, structure of organisations in a country reflects the countrys particular institutional societal effect (Maurice, Sellier, Silvestre, 1977). The EU national legislation is unique, it has an increased influence on HRM through the European Community Social Charter and its associated Social Action Programme. The European Union legislation providing institutional arrangements at the supra-national level, arguably have an effect on organizational structure (Maurice, 1989). Although the EU is working towards a more unified institutional context, profound national differences still exist. In MPS case, it is a national law requirement in EU that the European subsidiaries formed trade union and work council in France and Sweden. Europe has the largest percentages of employees in independent trade unions membership (see Appendix C). Therefore, MPS cannot be immune from the institutional context of the European law which have embedded, the Americans need to be cooperative to the trade union and work council activities. Instead of importing US universal HRM to the European culture, Jim Grant need to localise HR practice to suit local societies by researching/understanding the national culture presumes insight into institutions. This will benefit MPS as a whole if they will to look for particular compa rative and competitive strengths associated with national/regional production, innovation and business systems. b) How could you convince him that these perpectives could assist him in understanding and formulating an appropriate IHRM strategy for MPS? MPS operation is operated based on ethnocentric HR strategy. Perlmutter, 1969 describe ethnocentric management as practices/standards originated from country-of-origin or foreign subsidiaries activities dependent largely on headquarters. As we can seen, MPS subsidiaries are struggling to adapt/adopt themselves to MPS HRM strategy which they are uncertain, as there is no consideration of local culture or institution values and practices being incorporated, makes it more difficult for the local workforce to apply MPS principles. MPS needs to adopt a geocentric approach by moving away from ethnocentric strategy to global mindset, a supra-national attitude by applying the national significance of cultural and institutional dif ferences in determining the HR strategy, for example to propose a homogenous performance management. The tendency to be dominant will often reinforced by stereotypes of other cultures and nationalities. The more MPS is able to internalise the value of culture and institutional norms of HR strategy to the local environment (host country), the greater advantage MPS has to compete globally as MPS able to absorb the best practices of local culture/institution to build a strong diversified organisation internationally (Friedman. T.l., 2006,p.412, Penguin Books, London). Adopt/adapt to the best HRM practice with openness and respect of other nationals, the possibility of developing best talents and fostering the working relationship internationally will be a success. The table below shows a summary of MPS cultural dimension index of similarities/differences which is important for MPS to understanding in order to develop a transnational HR strategy. Cultural Dimension Index US UK France Sweden Remarks Power Distance 40 35 68 31 The higher index implies hierarchy top down control management (France). Lower index implies equal rights among employees. Individualism vs Collectivism 91 89 71 71 The higher index implies individual freedom/challenges (US). This explains why US against the trade union interference. Lower index focuses on physical working conditions (work as per schedule, long holidays entitlement (France), training provided by company for skill improvement/innovation (Sweden). Masculinity vs Feminity 62 66 43 5 Higher index focus on material success/ambitious while lower index concern quality of life (France, Sweden) Uncertainty Avoidance 46 35 86 29 The higher index indicates members of a culture feel threatened by ambiguous/uncertainty management (France) This proves the problem with feedback mechanism failed in France but well accepted by Sweden. Source: Hof stede (1980) For the institutional part, MPS must remember that management of HRM in Europe is governed by national legislation (state law, EU legislation, supranational) which is totally different from HRM in US. The cosmopolitanism concept should be established in MPS strategic HRM. The meaning of cosmopolitan is willingness to engage with other culture/institution, openness toward divergent cultural experiences, a search for contrasts rather than uniformity (Hannerz, 1996:163).Transcending national borders and simultaneously adapting to local responsiveness to develop an ideal HR strategy will achieve competitive advantage/international success. Conclusion Cultures that are open to changes have huge advantages in this world (Jerry Rao, MphaiS CEO, The world is flat.p411) MPS needs to know how outward MPS national culture is and to what degree is it open to accept foreign influences and ideas to improve the HR strategy in MPS. Simultaneously to what degree is there a sense of national solidarity to develop a best fit HRM practice in respect of each national difference? Culture is shaped by the prevailing circumstances within a country (education system, leadership, government, society historical experience) and so as the circumstances or local leaders change, so too can culture be changed (Friedman,T.L., The world is flat, the Globalised World in the Twenty-First Century, 2006, Penguin Books, London, p.415). Institutional change will follow due to societal effect.