Need for Uniformity and Consistency in HR Policies

Need for Uniformity and Consistency in HR Policies Order Instructions: Amongst the challenges for global organizations is how to balance local needs and requirements with the need for consistency across the organization.

Need for Uniformity and Consistency in HR Policies
Need for Uniformity and Consistency in HR Policies

Corporate-level policies, including HR policy, may conflict with local-level policies and practices as a result of differences arising from culture, government policy, laws and regulations specific to the area in which the local division operates. Leaders need to be able to assess when and how corporate-level policy can be adjusted or made more flexible in order to respond to local needs.

For this essay consider the critical role of HR policy in resolving this question of adaptability and balance.

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•All referencing MUST be in Harvard Style only

•In approximately 830 words, analyze how an organization with a presence in more than one country can balance the need for uniformity and consistency in its HR policies and practices with the ability to adapt to local needs.

•What forces within an organization drive for uniformity? What forces within or outside of an organization necessitate differentiation and adaptability?

•Which HR policies are likely to be similar across different countries or regions, and which are likely to be different?

•Which HR policies might require uniformity, and which can be more easily adapted, or made flexible?

•What examples from your own organization or another would demonstrate either the HR policy challenges in global organizations or HR solutions to these challenges?

Thank you,

Need for Uniformity and Consistency in HR Policies Sample Answer


Several organizations are inhibited by challenges in the management of their human resources across a diverse geographical location as their business functions internationalize their operations.  The establishment of a global HR policy that balances the need for conformity and consistency remains essential, an aspect that can be achieved when organizations ensure that there is a balance between the global integration strategies and the local responsiveness. This, therefore, requires the HR management to understand the government’s legislations and constraints including the local cultures and norms of a region in order to develop effective HR strategies.

Balancing the Need for Uniformity and Consistency in HR Policies

The development of HR policies that is uniform and consistent in adapting to the local needs, an organizations HR managers need to synchronize different elements such as culture, distance, language and time zones, an aspect that enables an organization to achieve its goals in terms of cost, quality, and delivery (Ramamurti, & Singh, 2011, pp. 275). This therefore requires that an organizations workforce is acquired, deployed and retained in different locations, an aspect that may include a process that deploys the workers to new locations with the aim of enhancing their ability to be mobile in various regions.

On the other hand, there is a need to recruit, select and develop employees from a relative global talent pool, an aspect that is known as global talent management, an aspect that would enable an organization to achieve a level of consistency (Ramamurti, & Singh, 2011, pp. 276). Lastly, there it is essential for HR policies to inclusively involve ethical standards from different regions when exploring the integral issues of international hr policy development.

Forces within an Organization that Drive for Uniformity

It is significant to detail that the coordination mechanisms that are diffused in management practices in driving the aspect of uniformity are subjected to internal forces (Richards 2011, pp. 230). The internal forces that drive uniformity include the delegation of authority and decision-making process, organizational culture, leadership, and the strategic frameworks for an organization, an aspect that results from the variables in cultural, political and economic differences in different locations.

On the other hand, the factors that necessitate adaptability and differentiation within an organization includes its challenges in facing the emerging economies, an aspect that is considered as a double hurdle of liability of a country and foreignness that result from the perception of a poor global image within an organizations home country.

HR Policies that are Similar and those that are Different

It is essential to consider that it has been established that a selection and recruitment process, performance management, and career management approaches entail HR policies that are similar across several organizational functions, an aspect that enables these organizations to be flexible in accommodating HR practices, trends and laws (Pudelko, & Harzing, 2013, pp. 540). On the other hand, the manner in which organizations manage talents or the issues identified including the entities brand value are considered as different across several organizations.

HR Policies that Require Uniformity and Adaptability

The adoption of performance metrics and performance management systems details an adaptive approach within an organization aimed at managing subsidiaries within a developed market (Pudelko, & Harzing, 2013, pp. 542). In consideration of the pressures that organizations face in achieving their performance targets, in order to reach a higher performance level, a uniform approach that ensures the employee’s work furthers and supports the goals of an organization, the inclusion of a performance metrics and performance management approach remains essential.

Within an organizational level, the inclusion of a key performance indicator is considered as a quantifiable metric that details the manner in which organizations achieve their goals and objectives uniformly. For instance, if an organizations vision inclusively focuses on approaches aimed at providing superior customer services, a key performance indicator targets the organizations customers support requests that are unsatisfactory (Harzing, & Sorge, 2013, pp.187). This therefore ensures that the organization is in a position to monitor and measure how well it is meeting its long-term goals through the provision of quality services to the customers.

HR Policy Challenges and Solutions in Global Organizations

One of the challenges that global organizations encounter relates to how they are in a position to balance their capacity for local adaptation and global integration. The national origin of a global organization is considered as an influence in establishing a balance. In view of the borderless world, international and cultural determinants within a country in which a firm is located are considered as salient determinants that establish the context of an organization (Thite & Dasgupta, 2011, pp.240). This therefore requires MNS’s to ensure effective approaches are employed in the management of foreign subsidiaries since the primary influence for these organizations remains in their efforts to have some level of control over these subsidiaries that arise in a countries origin.

In as much as organizations are internationalized, their control approaches and organizational coordination within the international level lies in their understanding of the different features within a country of origin. This therefore requires MNC’s to manage the dynamic growth potentials within a market with the aim of establishing their growth opportunities through the inclusion of low cost resources in their process of production (Awasthi, Chow, & Wu, 2013, pp. 295). MNC’s from different emerging economies are therefore required to coordinate and control different mechanisms in order to handle some of the challenges they face in liability of country of origin and  liability of foreignness.

Need for Uniformity and Consistency in HR Policies Conclusion

As a result of the increasing trend on globalization on trade, there are several differences that result in the manner in which different organizations conduct their business functions in different countries specifically in relation to the management of human resources. This therefore requires organizations to be vast with several approaches and strategies aimed at addressing these functions.

Need for Uniformity and Consistency in HR Policies References List

Awasthi, V. N., Chow, C. W., & Wu, A. (2013). Cross-Cultural Differences in the Behavioural Consequences of Imposing Performance Evaluation and Reward Systems: An Experimental Investigation. The International Journal of Accounting. 36: 291-309.

Harzing, A.-W., & Sorge, A. 2013. “The relative impact of country of origin and universal contingencies in internationalization strategies and corporate control in multinational enterprises”: Worldwide and European perspectives. Organization Studies. 24(2): 187.

Pudelko, M., & Harzing, A. 2013. “Country-of-origin, localization, or dominance effect? An empirical investigation of HRM practices in foreign subsidiaries”. Human Resource Management. 46(4): 535-559.

Ramamurti, R., & Singh, J. V. 2011. ‘Indian multinationals: Generic internationalization strategies In R. Ramamurti & J. V. Singhs (Eds.)’, Emerging multinationals from emerging markets: Cambridge University Press.

Richards, M. 2011. “U.S. Multinational staffing practices and implications for subsidiary performance in the UK and Thailand”. Thunderbird International Business Review. 43(2): 225-238.

Thite, M., & Dasgupta, B. 2011. “Indian multinationals overseas: Tracking their global footprints In P. Budhwar & V. Varmas (Eds.), Doing Business in India (pp.250-265).  Abingdon, OX: Routledge.

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