Solution

Task 2- Report

1.0 Introduction

In modern business environment, with organisations interested in becoming international in their scope and activities, significant issues and complexities are evident. According to Maâ (2021) comparative people management strategies tend to vary in different countries with people professionals required to be equipped with appropriate level of knowledge and skills for assisting organisations in achieving their objectives. This is through an active management of employees and employment initiatives and at the same time development of sustainable management activities. With this background, this report focuses on evaluating the scope in which people management practices are varying in various nations and people management practices required to be developed in an organisation.

2.0 Section 1

2.1 Major Ways People Practice Vary Globally

People practices vary globally in areas of labour, products, services and knowledge progressive development in international boundaries. According to CIPD (2020a), this is in the areas of offshoring, expanding supply chains and increasing demands for low-skilled migrant workforce. The people practices are core to shape corporate approach and culture of the global organisations, navigation of legal and regulatory complexities and resourcing from diversified talent pool.  The major approaches in which people practices vary globally in the following dimensions;

Corporate governance

Adopting the definition of Marquardt (2013), corporate governance entail the system by which organisations are directed or controlled. Simply put, this entail ow the roles and responsibilities are effectively distributed amongst the various organisation stakeholders including the board of directors, management and stakeholders. In this regard, Diriba and Basumatary (2019) by referencing on stakeholders and agency model appraised on the institutional arrangements in various countries. The report evidenced that a significant difference is evidenced at the extent in which ownership and control of organisations existing in different countries. The systems involved in corporate governance are differentiated in terms of degree of ownership and control and identities for control of shareholders. Hence, based on the country an organisation has ventured, people practice professionals play a significant role in corporate governance. Anwar and Abdullah (2021) noted that this is in leaders selection, design of benefits and incentives and structuring control systems of the board of directors and to fix dysfunctional corporate structure. For example, in UK, they operate a principles-based corporate governance. This is with US being a rules-based model which invite criticism for unnecessary complications and punitively. For instance, for Almarai, operating in Middle East follows a principles-based strategy which entail enhancing the internal and external behaviour framework for majority of the HRM and its management in an organisation.

Training

In different countries, training and development initiatives are critical for successful organisation operations. As evidenced in Anthony et al. (2020) the different training programs provide an appropriate opportunity for employees improving their overall skills and enhancing their productivity and improving organisations culture. Hence, for people practice professionals, they must appreciate the need investing on skill including population age distribution, industrial structure and organisations scope of R&D practices. As evidenced in Castaldo et al. (2023) in different countries, training tend to be distinct in terms of labour market structure and institutions. These impact the scope of overall returns from skills categorised amongst organisation and employees with public policies being instrumental. For instance, for Almarai, venturing in European or UK economies would mean their prioritisation on apprenticeships programs. This is different in their current practice in Middle East where their priority is primarily on labour demand impacting on increased skills and higher wage jobs.

Welfare

In Tuzovic and Kabadayi (2021) research focusing on 14 different countries, employees welfare programs and initiatives are significantly varying. For people practices, they must ensure that they prioritise on appropriate local employees welfare norms to establish benefit provisions for operations in their home country of multinationals. For instance, different employees benefits are varying based on the countries of operations and other competitive labour market trends. As evidenced in Kofman et al. (2021)………..

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