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International Human Resource Management


Acquisition is the process where one company buys another company. The bought company ceases to exist and all the structures of the new company are completely changed to accommodate the new resources added. There are many changes which are expected after the acquisition of a company and proper arrangements should be made to avoid conflicts between the various departments of the new firm established. The human resources aspects of a company are mostly affected by the post-acquisition changes. All the employees of the former companies are affected by the changes that are brought about by the process of acquisition. After acquisition the employees assume new roles and the organization should maker proper strategies to ensure the employees undergo a smooth transition (Dowling, Festing & Engle, 2008).
The country trends that make the most sense to me are the HRM culture of the people of US. The culture of the country is that the employers and employees belief in a bureaucratic procedure of activities. Employers are dressed in formal clothing and all formal procedures must be followed to the letter. These trends have affected many international mergers between the companies of the country and companies from other countries. The acquisition of the Daimler Chrysler was affected by the cultural trends of the two countries. The Germans believe in informal conduct of activities contrary to the people of US. Many conflicts arose after the acquisition and this led to the failure of the acquisition since the employees from the two countries had different cultural beliefs. The conflicts affected the performance of the duties by the employees from the countries leading to the collapse of the acquisition. For example, the Americans were not willing to transfer their residence from US to Germany but the Germans were willing to move from Germany to US (Dowling, Festing & Engle, 2008).


The resources for recruitment, selection and staffing may not be available and there fore the organization encounters major problem to conduct the activities in a professional and economical manner. Some of the resources required are the professionals to conduct the whole process, financial resources, time, and the capacity of the organization (Nankervis, Compton & Baird, 2008). Another problem involves getting the right person for the job position. Some people may qualify in the process of recruitment, selection and staffing but fail to deliver according to their qualifications. This creates a major risk to the organization since the employees create a huge burden when they fail to perform. The higher ranks in an organization or professional posts require proper strategies when recruiting, selecting and staffing. The organization has the challenge of selecting the best candidate for such posts since they require a lot of screening to ensure the selected individuals is most suitable for the position (Werner & De Simone, 2009).
Outsourcing the services of recruitment is one of the steps taken by most organizations. Outsourcing firms have all the required resources to conduct recruitment, training and staffing. They have plenty of experience in obtaining the most suitable candidates for a job position. They reduce the cost of conducting in-house recruitment by the organization. The outsourcing firms provide a guarantee such that they compensate the firm when the candidates do not perform accordingly. Legal contacts should be established between the professional candidates and the organization when employing them so that the organization is legally protected from any professional misconduct. The organization should be compensated for any professional misbehavior by the employee. This protects the organization from employing the wrong person (Werner & De Simone, 2009).

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