Modern US history

As an intellectual enterprise, contemporary social sciences are replete with claims of social collapse. Over the last 20 years, scholars have proclaimed â€Å"the end of history,† â€Å"the end of politics,† â€Å"the end of work,† â€Å"the end of the family,† â€Å"the end of liberalism,† â€Å"the end of medicine,† â€Å"the end of ideology,† â€Å"the end of individualism.† There is little doubt that we are experiencing massive social change. As we are approaching the year’s end, something new is emerging, helter-skelter, in our midst that bears little resemblance to any existing political, theological, or sociological model of how the world is supposed to work. The social shifts are sufficiently different in character to have produced a new social form, one suitably widespread and anchored to become visible. This claim of a new social form lies at the heart of the postmodern contention that we have entered an era of ambiguity, and we argue that postmodernists advance this claim in a way that sociologist cannot ignore. While they are right on target in capturing the spirit of rapid social change that characterizes the present era, their embrace of the resulting â€Å"chaos† as a new social form is misguided: they mistake an era of societal transition for a new enduring social structure or even a hybrid of modern society. In historical perspective, what we are now experiencing bears a striking similarity to the place on the cultural and historical map that created sociology at the end of the last century. Rising suicide rates, the growing prominence of Protestant countries and the subsequent demise of Catholicism’s hold on the Western world, and the movement from agricultural to industrial production all have their parallels in the current social era. Rather than embracing the change and ambiguity they surveyed, and mistaking it for what â€Å"modern† society would be. One of the major tasks of sociology at the turn of this year is to struggle to understand the new institutional and personal structures that characterize contemporary social forms and not abdicate to other disciplines the task of making sense of emergent societal transitions and structures. A widespread belief seems to be emerging that the U.S. economy is in the throes of a fundamental transformation. The true enthusiasts treat the new economy as a fundamental industrial revolution as great or greater in importance than the concurrence of inventions, particularly electricity and the internal combustion engine, which transformed the world at the turn of the year. There is no dispute that the U.S. economy is awash in computer investment that productivity has revived. Economists have long been ambivalent about what social interactions constitute the proper domain of the discipline. The narrower view has been that economics is primarily the study of markets, a circumscribed class of institutions in which persons interact through an anonymous process of price formation. Throughout much of the twentieth century, mainstream economics traded breadth for rigor. In the first half of the century, institutional economics, which thought broadly but loosely about social interactions, gradually gave way to the neoclassical theory of general competitive markets. A pivotal development was the transformation of labor economics from a field narrowly concerned with work for pay into one broadly concerned with the production and distributional decisions of families and households. The important development was the emergence in macroeconomics of endogenous growth theory. Whereas classical growth theory assumed that the production technology available to an economy is exogenous, endogenous growth theory supposes that today’s technology may depend have been influenced by the past output of the economy. The broadening of economic theory has coincided with new empirical research by economists on social interactions. Unfortunately, the empirical literature has not shown much progress. Economics has sufficed with a remarkably small set of basic concepts: preferences, expectations, constraints and equilibrium. Widespread literacy is alleged to be indispensable to popular government. Dramatic changes in communication technologies which are said to affect exposure to traditional print media-we need to look afresh at reading’s political impact. Learning to read is a political act. Inability to read limits an individual’s participation in community life. It was probably for this reason that slaves in the antebellum South were kept illiterate. Even today, a connection between literacy and citizenship exists in evidence showing that persons who read are more likely than those who do not identify with larger political communities. American people are haunted by Old World hegemonies and hence are committed to individualism and modernism for philosophical and practical reasons. American people are a restless and contentious lot producing a kaleidoscope of attitudes about most social issues. The American people can be found in the election turnout figures and in gross economic indicators, to e sure, but they are more than that; they are also the meanings of their behaviors. Raised on a diet of political supremacy and technocratic invincibility, the American people were shaken to the core by 9/11. Shortly thereafter, a number of bromides caught the national ear: â€Å"America has lost its innocence forever,† â€Å"this is the first war of the twenty-first century,† â€Å"the U.S. just joined the world of nations.† At some point, history may prove these claims true. But 9/111 has already shown something more heartening: the functionality of a longstanding communal discourse. Admittedly, that discourse is shot through with contradictions and impossible overstatements. That contradictions and overstatements can prove sustaining to a people is a curious fact-an American fact. Reference: Zinn, Howard. A People’s History of the United States. Available on-line: http://www.historyisaweapon.com/zinnapeopleshistory.html.

Class or Mass Case Analysis Essay

Class- or Mass?: Case QuestionsNeptune Gourmet is facing the problem of an inventory pileup. The company needs a way to sell the excess inventory. At the same time many new ships were purchased and expected to operate, which increases supply. Rita Sanchez proposes a cut in prices of the product by fifty percent. This price cut poses a problem due to the fact the Neptune Seafood is a premium product and usually sells for a higher price than the competition. In order to maintain the premium product image Sanchez proposes starting a mass market brand to decrease inventory. There are many variables but some of the bigger ones include; creating the separate brand at all and whether or not the new brand would be associated or separate from the current Neptune brand. Some executives agree with Sanchez while others take the side of Jim Hargrove in disagreement of the proposal. The dilemma is whether the company should start a new brand and price it at fifty percent of the Neptune Gold brand in order to increase sales and decrease inventory. The executives have many conflicting opinions about the effects on the image of the Neptune brand if this method of inventory reduction is carried out. The goal of research for Neptune is to determine the effects on the consumer’s views if a new brand is implemented. How well would a new brand perform entering the current market? Is there already a popular brand on the market that has the low cost segment secured? Neptune should look into what their competition would be in an almost new market. This new brand would likely be seen as lower quality due to the price. With the Neptune name associated the quality image would be strengthened for the lower price product. As mentioned in the case would the grocers fail to stock the product for fear of competition with the stores own private label product?Should the brand be associated with the current Neptune Gold brand or would that hurt the current premium product image. If the name of the new less expensive brand was Neptune Silver, as suggested, but had the quality of Neptune Gold would customers be lost to the lower priced product. Would the lower priced product increase the market size into a lower income bracket? Again, what is the market currently like for low priced seafood? One of the important strengths of Neptune is the fact that all of their products have the Association of Seafood Processors and  Distributors â€Å"Gold Seal of Approval†. If this new brand didn’t have that seal would that also affect the company image?If this is a feasible investment what effects would flooding the market with a low priced product cause. Will other companies with inventory pile-ups respond and cause a price war? The other companies in the market are bound to do something in response to the low prices. If Neptune chooses to do nothing with the stockpiled inventory another company is likely to sell at a very low price to decrease inventory first. Is it a good idea to be a first mover and capture the low priced market early?Also, would targeting South and Central America be a favorable option? In a country where the lower price by U.S. standards wouldn’t seem quite as low, Neptune could keep its premium status while still decreasing inventory. In addition, expanding into other countries could prove to be a profitable venture. At the same time hopefully the expansion could increase demand and decrease the surplus of inventor y. Overall would the venture be profitable? More precisely is the infrastructure in South and Central America suited for distribution or would this cost reduce the feasibility of the investment. A market analysis would be a good starting approach to researching this plan of action. The first step is to define your target market. You need to know exactly what the consumers are like, and how large the market is for the lower price product. Here you could find out who is going to buy the product and how much demand there will be. Projections could be made on the affect to the market and what policies are in place that could decrease profitability. In solving the marketability issue this method along with a SWOT analysis would be very useful. With the problem Neptune is facing in regards to product image, I would use an exploratory approach to learning about the consumer. I would host focus groups to try and determine how the inexpensive brand is associated to the Neptune Gold brand. This would help determine if the brand should be associated closely with Neptune Gold or held distant from the core product. Should Neptune expand into Southern and Central America? Exploratory in-depth interviews would be a quality option for determining if the market would  accept the product or not. You could look for some secondary information on how other similarly priced seafood products performed in that region. The individual would be the best for a focus group in determining the product image dilemma. It could be determined if different financial groups would react differently to the new brand. For example; would the less expensive brand be substituted by the middle class individuals to save money?With a market analysis most of the information would be secondary. The research would involve finding the right data to give the best idea of how well a new product would do in the market. It’s possible that other institutions could be approached in search of information. This would give quality information on where and what would work best for Neptune. With the foreign market problem the research should be done on the retailers and suppliers for the most effective information. These people could tell you pricing and sales information of products currently sold in South and Central America. Also, culture in other countries has to be considered. Most of what you would need to know to enter a new market, the suppliers and retailers could convey through interviews.

Discuss the letter Essay Example | Topics and Well Written Essays - 500 words

Discuss the letter - Essay Example However reading the opening part of the letter, the author seems to be rational in his ideas as he quotes concrete evidence of whatever that he perceives. The author has based his understanding of the situation upon hardcore facts and not mere assumptions. In this case it can be said that the argument presented by the author is rationally strong as it provides the readers with a reason to believe. However as we move to the next passage of the letter, it can be observed that though the author has build up his argument in a rational manner once again, but this argument contradicts the preceding one. In this case, though, the readers have strong evidence and reasons to believe in what is being communicated, but the contradiction in the overlapping passages may go on to bewilder the readers and lead to a state of irresolution (Sellnow 185). The penultimate passage is followed by a conclusive one. Ironically, the conclusive part of the letter leaves the readers with a question, unanswered. In this paragraph, the author has used his rhetorical power to get his message across to the audience. The author incorporates a personalized tone to the message and indicates the inception of personal influence in the conclusion that the author has drawn himself, inspired by his personal experiences and perceptions to various stimuli in the world. The final lines of the letter are analyzed to be rhetoric because the author does not provide solid evidence or basis to the reader to believe in what is being said. The reader is left with the freedom to either believe in what is being said or simply leave it. This is the specified characteristic of rhetorical arguments; they leave the reader in an indecisive state and let them make their own opinions. However there is a strong likelihood of readers agreeing to what is being communicated and base their opinions as per those of the author, but this depends upon

COMPANY LAW Essay Example | Topics and Well Written Essays - 1500 words

COMPANY LAW - Essay Example The deregulatory claims are premised on the view that inside information fosters market efficiency and that granting the property rights to security managers is an efficient compensation scheme. Prohibition of insider trading in European Union is justified on the basis of equity and fairness to all market participants. Generally, both firms, shareholders and the society benefit from the accurate pricing of the securities since it leads to efficient allocation of capital and decreases the volatility of the prices in the market thus attracting the risk-averse investors. The firm will also benefit from the accurate pricing through increase investor confidence in the security and reduction in monitoring costs. According to the proponents of deregulation, insider trading will benefit the society since it moves the price to a level which it would be if the inside information was available to the public. Henry Manne, asserts that insider trading leads to price accuracy thus it is an efficie nt mechanism for compensating the security managers for the release of stock information2. The aim of the new EU rules was address the divergence of the member states in their approach to market abuse3. Variations in the national laws have allowed many security managers to escape prosecution for insider dealing. Some countries even lack the sanction powers while other countries do not have sanctions for certain market manipulation offences. For instance, Bulgaria does not have any criminal laws to govern insider trading while other countries impose only up to five years maximum imprisonment for inside trading related offences. Another problem to the effectiveness of the sanctions is the Bank secrecy laws in some countries. For instance, French authorities have faced challenges in tracing the persons who executed order in Paris Stock Exchange via the Swiss banks. Some of the problematic effectiveness of sanctions includes the gaps in regulation of commodity derivatives, lack of legal certainty of the market abuse directive, the gaps in regulating new markets, platforms and over the counter instruments in the emerging markets. EU Directive 2003/6/EC24 adopted in 2003 updated the legal framework on insider dealing and market manipulation behavior. However, several market, technological and legislative changes have led to changes in the financial landscape thus creating loopholes for insider dealing. The Market Abuse Directive (MAD) faced numerous challenges in curbing insider trading. For instance, Section 3.1.1 of the MAD covered limited financial instruments

John F. Kennedy's Historical Leadership Term Paper

John F. Kennedy's Historical Leadership - Term Paper Example Because of his strong desire to improve social welfare and civil rights, many people loved him. He was also a strong advocate of education and sponsored bills for federal financial aid. John F. Kennedy was a humble and peaceful president but was willing to go to war if necessary to defend America. This was further proven during the Cuban missile crisis between October 14-28, 1962 in which he imposed a naval blockade and positioned 125,000 army soldiers in Florida ready to invade Cuba if the soviet ships carrying weapons did not turn back or refused to be searched. John F. Kennedy had vision, integrity, was wise, passionate, compassionate, charismatic, a great communicator, persistent, daring, and disciplined, all the characteristics of a great leader. These are the reasons I chose John F. Kennedy for my research. John F. Kennedy’s Historical Leadership Introduction Transforming and influential leadership depends upon effectively leading the followers to become an effective lea der. Effective leadership sets such goals which nation wants to achieve by following their leader. Vision, decision-making style and delegation are the strong traits that a national leader must possess. John f Kennedy was the son of Joseph Kennedy and was born in 1917. During the Second World War, he toured Europe and critically observed the current international affairs (Reeves, 1993). He marked beginning of his political career by winning a senate seat in elections held in 1952. He influenced the youths of the nation and became president in the age of only 44. His short presidential period of almost 2 years is one of the most remembered administrations. He was the pioneer of launching moon mission in America. Credit of one of the US diplomatic success â€Å"Bay of pigs invasion† goes to his visionary leadership. Because of his calm attitude, leadership qualities, vision, style and policies, he is known as the natural leader. He was most assertive during his presidential; pe riod and knew what others did not know. This power made him the president having great qualities (Leaming, 2006). More leadership characteristics, leadership styles and traits will be discussed in this paper. John F. Kennedy and Leadership He was against the nuclear arms race as a leader and always committed himself to minimize the chances of any nuclear misadventure between America and Soviet Union. He negotiated limited test ban treaty with Soviet Union to stop proliferation of weapons of mass destruction (Leaming, 2006). President Kennedy proved himself as a visionary leader by giving the concept of â€Å"New Frontier† in a speech in 1960. The concept of â€Å"New frontier† carried a lot many challenges for the nation. This concept was test of courage in the fields of economic growth, space, science and foreign affairs. He used this concept to energize people to contribute in nation building. This new concept gave the American nation a new launch pad to progress in the world. He wanted Americans to lead the world and leaving soviet far behind especially in the fields of space science. Thornberry said that vivid description is necessary part of vision. New frontier had set that image of the president before the inaugural (Reeves, 1993). He set the new goals for American nation in his inaugural address as a president. Analyst of today claims the inaugural address of Kennedy ideal for modern leaders. He greatly emphasized on foreign policy

The European Sovereign Debt Crisis Research Paper - 1

The European Sovereign Debt Crisis - Research Paper Example After a while, the deficit rate became enormous, thus leading to the rise of the sovereign debt crisis in the year 2009. Therefore, it is arguable to state that is the starting point of the European debt crisis. This paper will attempt to look at the causes and effects of the European debt crisis. How Greece became the origin and what other countries were affected by the situation. Finally, the current state of Europe after the debt crisis shall be analyzed. Greece had one of the fast growing economies and as a result had a massive deficit. As the global financial crisis came to pass, Greece was greatly affected. This was evident especially on the country’s largest industries (tourism and shipping industry). This led to lump sum spending to keep the economy going, but instead the sovereign debt increased with each passing day. With increased borrowing from the International Monetary Fund and the European Union, the Greek government was problem bound. Greece registered a debt of five hundred and forty billion dollars (Stein, 1). This is one hundred and twenty five percent of its Gross Domestic Product. Despite Greece making one or two mistakes, there were other factors that led to the crisis in Greece. External debts of Europeans states are at the center of the recent crises. In general, the debt crisis is associated with the budget deficits being in excess of the values provided by the Maastricht Treaty, and the Stability and Gro wth Pact (Ludwig Von Mises Institute, 1). These groups only focused on debt and deficit ratio ignoring external debts. Consequently, the laws governing the European Central Bank do not allow single investors and creditors to borrow government bonds in case of a crisis. Eventually, the debt crisis became alarming as the country decreased public benefits (Greece froze civil service salaries and in turn raised taxes and retirement

Speech Analysis on Jeff Hancock Essay Example | Topics and Well Written Essays - 500 words

Speech Analysis on Jeff Hancock - Essay Example In fact, the transitions went on smoothly, the listeners were not at all bored with the speech but were engaged with the speaker as evidenced by their reactions such as raising of hands and laughter. Hancock is obviously a seasoned speaker who is focused and meticulous in his explanations yet remains to be concise. This is very evident in his speech and he even ended with a very simple but powerful message about choosing what kind of record the listeners want to leave.Hancock’s delivery of his speech was very spontaneous and well-documented that he looked highly credible. He mentioned about his former job as a Customs Officer for Canada in the mid-1990s which awed the audience. This fact placed him in a higher pedestal that increased his credibility not only as a speaker but as an individual and an authority who knows what he is talking about. He appeared professional and confident because was dressed well and he stood and expressed his thoughts in an educated manner. The spea ker’s best contributing factor to a successful speech is his spontaneity. The quality of his voice is fair but he could perhaps work more on it to become a more interesting speaker. His gestures are complimentary with his facial expressions, tone of voice as well as the topic he is discussing. However, his frequent walking from side to side seemed to have been overdone it was quite irritating. Perhaps, the speaker can practice more on his stance and frequency of shifting positions, choreographed in such a manner.

Marketing Essay Example | Topics and Well Written Essays - 2000 words - 30

Marketing - Essay Example There is a detail description of the objectives that TSL is having. Objectives are goals for the organization. Also, the paper encapsulates the strategies as well as the action plans that must be implemented for effective operation of the company and to beat competition. Last but not the least financial figures have been analyzed in order to understand the company’s performance. The research paper ends up with a dedicated concluding section. Triumph Spares Limited (TSL) was established in the early 1980, as a small family owned business. The company deals with spare parts and the business is run from two sites, one is the factory and the other is the small shop. The factory deals with the spares that are assembled from subcontracted components. The prime stakeholders of the company are Mr. and Mrs. Brian Smith who are the main owners of the company. In the early 1990s, TSL developed mail order business in United States. From the very day of commencement of the business, it was found that TSL was successful in building strong reputation by providing quality spare parts. The license for preparing the spare parts was obtained from Standard Triumph Ltd (Triumphs, 2008). There has been steady growth in the business of TSL from the day of its commencement with turnover of  £ 4000000. The profit margin for TSL is estimated to be 50% for those who buy in bulk from the factory. Triumph Spares Limited provides spare parts to other shops as well as commercial car restoration businesses. On the other hand, the profit margin for TSL is expected to be 100% for those who buy from the shops. The shop provides spare parts to small commercial purchaser and to the general public. The company turnover follows Pareto rule, where 20 % of the turnover comes from the shop and 80 % of the turnover depends on the factories direct sales. Although the main customers for TSL are Classic Components, Spare Parts, Classic Spares, and Spare Shops and Add

Program Planning, Research, and Evaluation Essay

Program Planning, Research, and Evaluation - Essay Example Since the children cannot access most of the health check-ups and treatments due to lack of resources. This health promotion program will be developed in conjunction with Everett Community Health Partnership (ECHP). The mission of ECHP is to enhance health and the standard of life of the community of Everett. This is done by generating chances for the organizations, individuals, and families to work together and strategically in solving essential difficulties in the community (Cambridge Health Alliance, 2014). 3 The basic community health care assessment provides an evaluation of the general health status by the community members. However, this assessment has been difficult to be determined in the Everett, MA Public School System due to community violence. This research is important in establishing the effect of the persistent community violence on their (community members, that is, children) academic ability, substance use, as well as behavioral and emotional factors. This is because the African American girls are from an ethnic minority group that is prone to persistent community violence (Cooley-Strickland et al., 2009). 3 The city of Everett is in Middlesex County, Massachusetts, close to Boston. At the time of the United States Census in 2011, the total population estimate of the city was 41,079. The Everett, MA Public School is located at 100 Elm St, Everett, MA 02149 (Everett Public Schools, 2014). 4 However, MA Everett public school has a drop-out rate of 3.3%, which exceeds the state’s rate of 2.2%, but performs better than the state in regard to in-school suspensions with 1.4% as compared to 2.2% (Cambridge Health Alliance, 2014). The Everett High School graduation rate is 86.5%, which is in accordance with 85% state graduation rate (Massachusetts Department of Elementary and Secondary Education, 2014). Hospitalization as a result of mental disorder is high in Everett in all age groups (Cambridge Health Alliance, 2014). 5 The

Exclusionary Rule Essay Example for Free

Exclusionary Rule Essay The exclusionary rule is a legal procedure in the United States, which falls under the constitution. It protects citizens of the country in making sure that law enforcement officers are operating lawfully and that they abide by all search and seizure laws. It goes so far to protect the citizens of The United States that if a law enforcement officer illegally obtains evidence it can and most likely will be thrown out of the court. The purpose of this paper is to analyze the exclusionary rule, exploring its fallacies and importance while also including the history and evolution of the controversial exclusionary rule. The exclusionary rule is a very important legal principle in the United States and is crucial to keeping law enforcement and the judicial system in a fair balance with accordance to the United States Constitution. The exclusionary rule was never even thought about or existed until the early 20th century. Samaha (2012) states that before the exclusionary rule ever existed the only remedy for constitutional violations involving the exclusionary rule were private lawsuits. The framers of the constitution had it in their mind that judges would just handle each case as they see fitting to the nature of the situation. However this seemed not to work for quite  some time as there was a police misunderstanding of the 4th and 5th amendments figuratively speaking. It wasnt until 1914 when citizens of the United States began to receive their liberty back piece by piece. In the case of _Weeks v U.S.,_ federal officials raided his house in order to obtain evidence in a gambling case against Freemont Weeks. They had no warrant and no right to be in his house to seize any  of his possessions. So Freemont appealed and he won, in a way. The Supreme Court ruled to give back his belongings. They did not return contraband and this rule only applied to the federal law enforcement. Which is why this is the first hint of a trend towards a prominent and well known exclusionary rule. There was many Judges and government officials who still refused to side with Justice Edward White in the case of Freemont Weeks. For example, in the case of _People v. Defore_ Judge Cardozo mad his opinion very well-known and famous. According to Kamisar (2003) in the _People v. Defore_ case Judge Cardozo boasts his opinion very loudly and clearly stating that he would not adopt the exclusionary rule within New York. Kamisar (2003) then goes on to quote Judge Cardozo: excluding illegally seized evidence was not the only effective way to enforce the Fourth Amendment. Cardozo was not the last Judge or Justice to disagree with the new trend. The next case to disagree with Cardozo and many other opposing Judges would have to be _Silverthorne Lumber Co. v. U.S._ (1920). Justice Department officers and a U.S. Marshall entered the lumber companys office and illegally obtained all of the companys documents. They then went on to make photo copies and subpoenaed the Silverthornes. When they refused to follow court orders they were taken into custody for contempt of court. Samaha (2012) states that According to Justice Oliver Wendell Holmes, the governments search and seizure was an outrage'. This case expanded the exclusionary rule introducing the Fruit of the Poisonous Tree Doctrine. This doctrine bans the use of evidence indirectly based on an illegal government  action. Even after multiple court cases ruled in favor of the exclusionary many state legislatures still were not in agreement with the [exclusionary] rule. Some legislatures found ways around the fourth amendment. In the case of _Coolidge v. New Hampshire_ New Hampshires legislature was challenged on their warrant issuing practices. According to Lynch (2000) New Hampshire law was very controversial in the manner of how warrants were issued. The warrant-issuing power was vested in the Justice of the Peace. Now judges must issue warrants; but in the past it was very prominent for Justices of the Peace to fulfill this duty. In New Hampshire they vested the Justice of the Peace within the executive branch of the government. In other words, according to Lynch (2000) the police officers had subverted the Fourth Amendment by issuing search warrants to themselves. The Supreme Court ruled that New Hampshires practices were unconstitutional because the executive branch was issuing warrants to themselves. This practice was very opposing to the idea of checks and balances. This court case was a very historical one in which ruled in application with the separation of powers doctrine. It also further supported the exclusionary rule. One of the biggest cases in the history of the United States and the biggest turning point for the exclusionary rule was in the case of _Mapp v. Ohio._ In this case officers forcibly entered Miss Mapps home without a search warrant or consent and provided a false warrant. Before this case not all states adopted the exclusionary rule. In the dissent by Harlan, Frankfurter, and Whittaker (1961) they stated that the _Weeks_ exclusionary rule should also be enforced against the states. Lafave (2009) also touches on the case quoting the courts statements: [A]ll evidence obtained by searches and seizures in violation of the Constitution is, by that same authority, inadmissible in a state court. Estreicher, S. and Weick, D. P. (2010) make an extremely valid  and important point; stressing that the exclusionary rule is constitutionally required because it was the only effective available way to enforce the constitutional guaranty. This case is so historically significant because of this ru ling. Finally, nearly 50 years after the _Weeks_ case, the exclusionary rule applied to all states. Even though the rule applied to all states we still did not have every aspect of the rule covered. The Knock and Announce rule was always under controversy as to if the exclusionary rule was applicable in such situations. It wasnt until _Hudson v. Michigan_ when the courts clarified the issue. The police had a warrant to enter _Hudsons_ home and when they knocked and announced their presence they waited a mere three to five seconds before entering the premise. Hudson appealed stating his fourth amendment rights were violated because the officers did not follow Knock and Announce procedures. His evidence was suppressed, but later the appeal was reversed by Michigan Court of Appeals. According to Justice Scalia the waiting period of the officers had no connection to the discovery of the illegal drugs and weapons. Because of this case the Knock and Announce Rule was clarified by stating that the rule did not have any interest in preventing the government from taking evidence described in a warrant. Tomkovicz (2008) believes that this case was intended to further the restrictions on the exclusionary rule. I have to agree with Tomkovicz in this statement. Gittins (2007) also makes a valid argument in concerning the argument. He [Gittins] states that during the night hours residents will have a longer period of time in which they will be able to open the door. However the courts have found that very short periods of time (five seconds) can be reasonable wait times. Courts are still in the process of clarifying the exclusionary rule; although _Hudson v. Michigan_ added some amount of clarity to the issue. Lastly, and the most recent court case concerning the exclusionary rule is _Herring v. U.S._ in which a recalled arrest warrant was executed  accidently. The Coffee County Sheriffs Department were executing a warrant in which the county clerk found to be accurate. Upon arrest they soon learned the warrant was recalled some five months ago. Herring moved to suppress the evidence on the motion that his warrant was rescinded. Josephson (2009) states that the courts generally exclude the exclusionary rule when there are negligent errors amongst recordkeeping. The court denied Herrings motion for suppression because of the Good Faith Clause established in _U.S. v. Leon._ This is a significant case because of how it furthered the interpretation of the exclusionary rule. Josephson (2009) explains how this case interpreted the exclusionary rules main goal which is the deterrence of unconstitutional police conduct. Therefore by the police unknowingly executing what they thought to be an accurate warrant left the evidence applicable in courts. The exclusionary rule is intended to keep law enforcement and federal officials in check with the constitution. But often there is the controversial topic of whether or not the framers of the constitution intended for such a rule. The framers never had any motion to include an exclusionary rule into the fourth amendment. However, Geller (1975) makes an excellent observation stating that the framers didnt provide any remedies for a violation of the fourth amendment. Which brings me to my next topic of the controversy. Because the framers left no remedies for violations of the fourth amendment, the courts were left to create the exclusionary rule to deter law enforcement from violating citizens rights. Many argue  that this does not effectively deter officers. Geller (1975) argues that there is no significant evidence to support such claims. Geller (1975) also comments on alternatives declaring that Until data [is] available concerning the effect of these alternatives, it is impossible to state with any degree of certainty that these alternatives are either more effective or less effective than the exclusionary rule. The last major issue I found in Gellers (1975) journal came from a group called Americans for Effective Law Enforcement (AELE). They seem to believe the exclusionary rule is no longer necessary due to the high degree of police professionalism. AELE believe police violations are unintentional and because of their high degree of professionalism they act in Good Faith. Therefore petty mistakes allow evidence to be excluded and free criminals. Until there is a significant study that entails multiple well rounded solutions to the exclusionary rule; I do not see any possible alternatives. The exclusionary rule was created almost one hundred years ago. The rule will continue to be reformed and transformed as time goes on. Although there may be a substantial argument pertaining to the issue, we need the exclusionary rule. Undoubtedly the rule has an abundance of justifications compared to its fallacies. It was stated loud and clear by the framers some two hundred years ago what rights we as American people possess. The exclusionary rule is a major backbone of the judicial system of our country, it maintains the system of checks and balances keeping the American peoples rights prevalent and intact. The exclusionary rule is in working order, being reformed every day to protect our civil liberty and keep the integrity of our constitution set out by our own framers. Bibliography Estreicher, S. and Weick, D. P. (2010) Opting for a legislative alternative to the Fourth Amendment exclusionary rule. UMKC Law Review. 78, 949. Gittins, J. (2007). Excluding the exclusionary rule. Brigham Young University Law Review, 2007, 451-481. Josephson, M. (2009). To exclude or not to exclude: The future of the exclusionary rule after Herring v. United States. Creighton Law Review, 43, 175-203. Kamisar, Y. (2003). In defense of the search and seizure exclusionary rule. Harvard Journal of Law Public Policy, 26(1), 119. Lafave, W. (2009). Recent developments: The smell of Herring: A critique of the Supreme Courts latest assault on the exclusionary rule. Journal of Criminal Law Criminology, 99(3), 757-787. Lynch, T. (2000). In defense of the exclusionary rule. Harvard Journal of Law Public Policy, 23(3), 711. Samaha, J. (2012). Criminal procedure (8th ed.). Belmont, CA: West/Wadsworth. Tomkovicz, J. (2008). Hudson v. Michigan and the Future of Fourth Amendment Exclusion Iowa Law Review, 93. Retrieved October 29, 2013, from http://www.law.uiowa.edu/documents/ilr/to Bibliography Geller W. ,Enforcing the Fourth Amendment: The Exclusionary Rule and Its Alternatives, 1975 Wash. U. L. Q. 621 (1975).

Effect of Human Resources on Global Expansion of MNCs

Effect of Human Resources on Global Expansion of MNCs MBA Literature review The Relevance of Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. 2. Introduction The activities of multinational companies (MNCs) are at the heart of Britains internationally open and global economy. This global economy has emerged as companies all over the world are joining forces through alliances, mergers, joint ventures, acquisitions, and the like, thus creating the need for a constant mobile workforce and the HRM strategies to support and develop it. This would therefore imply a fundamental shift in the role of human resources from transaction and administration to strategy and business transformation through innovative programmes which supports the global strategy of the company. This section gives an overview of the literature review and the theoretical basis for the forthcoming chapters. The chapter consists of journals, books and research materials which throw more light into Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. The following were the primary information sources used for the literature review; ACM Digital Library Pro-Quest Direct EBSCO Publishing Gale Group Info Track OCLC First-Search Java Sun Microsystems Library IEEE Library Emerald Database 2.1 Evolution from Personnel Management to HRM According to Guest (1987), the origins of the traditional concept of personnel management can be traced to the post World War One welfare tradition of concern for the basic needs of employees. The developing and mature phases of personnel management from the 1940s to the 1970s saw an increase in the status and professionalism accorded to the personnel function, particularly in relation to industrial relations (IR) matters (see Sparrow 2004). The concept of HRM, as a new strategic approach to the management of people, evolved in the early 1980s (Ericksen 2005). Its evolution was influenced by a range of factors, including increased competitive pressures caused by deregulation and globalisation, and the influence of notable academics in the US and the UK (Ericksen, 2005). Although it has been suggested that HRM may be no more than old style personnel management with a new name (Gunnigle and Flood, 1990), Storey (1992) identifies four features of HRM which distinguish it from traditional personnel management: it is explicitly linked with corporate strategy; it seeks to obtain the commitment of employees rather than their compliance; employee commitment is obtained through an integrated approach to human resource policies (for example, reward, appraisal, selection, training); and unlike personnel management, which is primarily the domain of specialists, HRM is owned by line managers as a means of fostering integration. 2.1.1 Approaches to Human Resource Management 2.1.1.1 Hard Approach If an organisation focuses on control of resources and achievement of strategy, it may adopt a hard approach to HRM (see Storey, 1989) in which employees are viewed as a resource to be managed like any other factor of production. In this approach, the critical task for management is to align the formal structure and HR systems of the organisation so that they drive the strategic objectives of the organisation. This approach is exemplified in the strategic model of HRM developed by Fombrun et al (1984). It has been argued however that an over-emphasis on hard HRM ignores the potential resistance of workers and trade unions, factors which cannot be ignored if business strategy is to succeed (see Hendry, 1995). 2.1.1.2 Soft Approach In contrast, an organisation may place an emphasis on a soft approach to HRM (Storey, 1992 p. 30), in which employees are viewed as a valuable asset whose commitment will assist in achieving organisational success. The objective for organisations in such an approach is to integrate HR policies with the strategic planning process, to gain the willing commitment of employees, to achieve flexibility through avoidance of rigid bureaucratic structures and to improve quality (see Guest, 1987). The most well known soft model of HRM is known as the Harvard Model of HRM (Beer et al 1984), views business strategy as just one situational factor which influences managements approach to HRM. This model identifies a range of other situational factors which influence HR policy choices, including prevailing management philosophy, laws and societal values. In the context of this study, this model is significant in that it identifies a range of stakeholder interests (including unions, government and m anagement) which influence HR policy choices. It is argued that unless HR policies are influenced by key stakeholders, the enterprise will fail to meet the needs of these stakeholders, and ultimately its own objectives (see Beer et al 1984). 2.1.1.3 Ideal Type Model: Integrated links from Personnel to HRM Storey (1992) outlines a further model which illustrates the process involved in shifting from traditional personnel management to HRM. While this is an ideal type model, it comprises features which are significant for this study. For example, it stresses the need for integrated links between beliefs, assumptions, management issues and key elements of HRM. It also identifies key levers of change in the various elements of HRM, including recruitment and selection, training and development and conditions of employment. A strategic approach to HRM can be developed by creating effective policies in these areas (Storey 1992) 2.1.2 The integrative aspects of HRM A key theme running through many of the models is integration, which according to Guest (1987) lies at the heart of HRM. He identifies integration at three levels: integration of HRM policies with business strategy; integration of a set of complementary HRM policies; integration of HRM into the line management function. 2.1.3 The Role of Management According to Storey (1992), best practice indicates that the extent to which the transition process from traditional personnel functions to strategic HRM functions can be achieved will be influenced significantly by the belief and support of senior management in the added value that HRM can contribute to the organisation. More importantly, this belief must be visibly demonstrated, for example by committing additional resources to the development of HR strategy and the building up of HR skills levels. As a first step, the head of HR should be afforded a genuine role in the formulation of key business decisions. This contribution must be an integral part of the business strategy formulation process, so that HR issues are accorded a key priority as opposed to simply being added on to, or indeed excluded from, the core business of the organisation. On an ongoing basis, heads of HR should also be enabled to have a genuine input into decisions taken at top management level which have impli cations for HR. Clearly, if the head of HR is to be enabled to play a genuine role in ensuring that HRM issues become a top management priority, it is important that the professionalism accorded to HR, for example through the development of expertise in integrating HR and business strategies, begins at this level. 2.2 Definitions: Innovative HR Programmes According to Agarwala (2003), defines innovative human resource programmes of a company can be described as: Any intentional introduction or change of HRM program, policy, practice or system designed to influence or adapt employee the skills, behaviours, and interactions of employees and have the potential to provide both the foundation for strategy formulation and the means of strategy implementation that is perceived to be new and creates current capabilities and competencies (Agarwala, 2003). 2.2.1 Innovative HR Programmes According to James (2002), innovative programmes can be grouped into a set of new initiatives which are associated with the process of developing a strategic approach to HRMenhancing its competitiveness. A few of these include: Reducing costs through shared services centres, self-service, and outsourcing. Develop uniform HR processes recognising local regulatory requirements to help foster a low-cost, administrative delivery model. Create a self-service culture for employees and managers. Establish global employee shared services centres focused on delivering HR administrative support to multiple geographic areas, thereby reducing administrative overhead. Outsource key services that can be more efficiently managed and administered externally. Streamlining technology and information management Improve information access to help companies more efficiently manage their human capital assets, provide employees and managers with enhanced access to information, improve HR reporting, and address growing compliance requirements. Reduce HR technology operating costs by consolidating multiple technologies, technical infrastructure, and IT skills. Managing people globally Help enable the company to respond to the interdependencies of global markets by managing human assets globally rather than nationally or regionally thereby improving competitiveness in the international marketplace. Enabling HR to shift its focus from administration to strategy Remove the administrative component of the work of business HR professionals, enabling them to provide more value-added services and to focus on consultative and analytical interactions with line managers. Facilitate HRs transition to a strategic partnership with the company by upgrading talent and skills within the HR function. 2.3 Background: Human Resource Evolution According to Cooke (2003), first Generation HR Transformation represented a fundamental shift in HRs role, from transactions and administration to strategy and business transformation. First Generation HR Transformation focused on changing the existing relationship between employees, managers, and HR, (Randall 2006). With technology as a key enabler and process re-engineering playing a pivotal role, this First Generation effort sought to help make employees more self-sufficient, whilst asking them to take more responsibility for their own careers (Datta et al 2005). It also sought to help remove HR from the middle of the employee/manager relationship by making managers more responsible for handling their employees HR needs. Over the past ten years, HR Transformation has led to a major restructuring of HR operations and processes transforming the way HR services are delivered Cooke (2003). 2.4 UK MNCs: Achieving Global Expansion MNCs in the United Kingdom have long been well established in manufacturing, but in recent years they have emerged as dominant players in the private service sector and have even become involved in the provision of public services (Edwards 2004). Levels of both inward and outward investment are high: foreign direct investment (FDI) into the UK by companies based overseas accounts for almost 9% of the total global stock while UK-based companies investments overseas account for over 14% of the global stock (Edwards 2004). In both instances, the UK is second only to the worlds largest economy, the United States. As a result MNCs are significant employers in Britain; for example, 18% of the workforce in the production sector are employed by overseas-owned companies with many more being employed in the domestic operations of British-owned multinationals (Edwards 2004). For multinational companies in the UK to achieve a successful transition in their drive for global expansion and competitive advantage, multinational companies would require innovative HR programmes which would enable them to anticipate critical workforce trends, shaping and executing business strategy, identifying and addressing people-related risks and regulations, enhancing workforce performance and productivity, and offering new HR services to help a company improve and grow (Edwards et al 2007). 2.5 HR Practices: Effectiveness A number of authors have explored the links between individual HR practices and corporate financial performance. For example, Lam and White (1998) reported that firms HR orientations (measured by the effective recruitment of employees, above average compensation, and extensive training and development) were related to return on assets, growth in sales, and growth in stock values. Using a sample of banks, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. They found that strategic HRM effectiveness was directly related to employee turnover and the relationship between this measure and return on equity was stronger among banks with higher capital intensity (greater investments in branches). In this thesis, HRM would be described in the context of a number of innovative practices which have been proven to enable MNCs manage the transition process in thei r drive for global expansion, thus enabling organizational effectiveness and better performance outcomes. Wright and McMahan (1992) defined innovative human resource programmes as practices and activities employed to enable an organization achieve its goals. These practices are seen as a departure from the traditional HR activities. Delery and Doty (1996) asserts that these practices are key drivers required by MNCs to respond with the right strategy as they expand their operations in different environments (Boselie et al, 2005). 2.6 Empirical Research: Human Resource Factors MNC Global Expansion The drive for global expansion by UK MNCs has necessitated the need for a human resource strategy that would ensure that the company is able to sustain its workforce. This has therefore led to the departure from the traditional HR administrative role to a more robust global HR function which takes cognisance of employee profile, the work and environment demographics, de-skilling, re-skilling and multi-skilling and issues related to outsourcing and synergy of its processes vis-à  -vis work-force reduction Lam and White (1998). The largest survey of employment practice of multinational companies (MNCs) in the UK was carried out by Edwards et al (2007). The key findings from the first large-scale, representative survey of employment practice in MNCs which have operations in the UK. The survey is comprehensive in its coverage of all but the smallest international companies. The findings derive from interviews with senior HR executives in each of 302 multinationals operating in Britain, both overseas- and UK-owned. The findings from the research suggest a connection between human resource practices and the performance of firms, a summary include the following HR programmes stated below. 2.6.1 Innovative HR Practice: Compensation Payment 85% of the firms surveyed were found to have a robust innovative program in terms of compensation and payment. This is achieved through a performance appraisal programme such as upward/peer appraisal and forced distribution. 72% of the MNCs utilized an innovative scheme for managers, through individual ‘output criteria which were supplemented by a range of other criteria including behaviour in relation to desired competencies and to corporate values. 2.6.2 Innovative HR Practice: Training Development Programmes In respect of adoption of high potential innovative training programmes among MNCs, the organisations were asked if both their UK and overseas operations had a management development programme specifically aimed at developing its ‘high potentials or senior management and employee potential. The data show that high potential programmes are adopted by 70% of organisations; 30% of organisations are not using them. Organisations were asked whether they used a global high potential programme that was adopted elsewhere worldwide, or a local, nationally specific programme. Most organisations indicated that their programmes are global in scope. 2.6.3 Innovative HR Practice: Appraisal Activities In comparison of performance appraisal practices and management values, the formal performance appraisal schemes for all three groups are very widespread; over nine out of ten firms have them for key group and managers, and over 80% have them for large occupational groups. Only 3% of firms have no formal appraisals at all. Just over a fifth of firms use ‘forced distributions for the results of appraisal. A clear majority of firms use the results of appraisal as the basis of decisions on redundancy and redeployment. 2.6.4 Innovative HR Practice: Employee Involvement Communication UK-based multinationals most commonly cite ‘setting a broad policy HR programme as being significant or very significant (62% and 66% for training and development and for employee involvement policy respectively). HR advice and consultancy is also relatively prominent for training and development policy (53% significant or very significant), but less so for employee involvement policy (33%). For training and development, and employee involvement, policy, the respective proportions reporting the other means of influence as significant or very significant are: setting detailed HR policies (32% and 31%); monitoring HR policy implementation (39% and 34%); and HR benchmarking and information exchange (42% and 28%). 2.6.5 Innovative HR Practice: Global Knowledge Sharing Diffusion In respect of innovative HR programmes which promote employee knowledge, learning and diffusion, international employee learning mechanisms are used extensively across all MNC both within the UK and across overseas operations. The survey focused on five formal organisational learning mechanisms used by managers that are international in their scope: International projects groups or task forces, which are often used to address specific issues; International formal committees; Secondments involving the placing of MNC employees in external organisations such as suppliers, customers, universities or private RD companies; Expatriate assignments The evidence showed that the most common organisational learning mechanism adopted among the managerial community within MNCs is the informal network (used by 84% of companies). International project groups/task forces also play a prominent role (used by 73% of organisations) and to a lesser degree expatriate assignments (used by 60% of organisations) and international formal committees (53% of organisations). In contrast, secondments are only adopted by around a quarter of the organisations (26%). The majority (82%) of organisations use two or more organisational learning mechanisms, with 53% adopting between three and four of the five organisational learning mechanisms among their managerial community. Around 9% fail to use any of the mechanisms listed. MNCs requiring integration between the UK operations and other sites worldwide are significantly more likely to adopt multiple organisational learning mechanisms (Tregaskis, Glover and Ferner, 2005). However, these national variatio ns show that the form that organisational learning and diffusion take is strongly shaped by the national context of the parent firm. 2.6.6 Innovative HR Practice: UK MNCs Use of Shared Services According to Edwards et al (2007), the findings from the study found that half of the UK MNCs operate shared services centres and have international HR policy formation bodies. They are far less likely, compared to US and other European MNCs, to have a worldwide approach to workforce management. UK firms consistently aim to pay a greater proportion of employees (managers, LOG and key group) in the top or 2nd quartile. Nine in ten UK firm have performance appraisal for their managers while seven in ten have formal appraisals for their LOG (Edwards et al 2007). Use of forced distribution is uncommon as is the use of 360-degree feedback. An overwhelming majority of UK MNCs tend to recognise trade unions for collective bargaining purposes. Formally designed teams and problem-solving groups are commonly found in UK MNCs as are a large number of communication mechanisms with meetings between line managers and employees, newsletters/emails and systematic use of the management chain the most commonly found communication mechanisms. Although the majority of UK MNCs have succession planning and formal management development programmes these tend to be comparatively less than other MNCs. 2.6.7 Use of Expatriates According to Edwards et al 2007, UK MNCs make considerably greater use of parent country expatriates than third country expatriates. This may reflect the short geographical proximity and cultural similarity between the UK and Ireland. UK MNCs tend to have considerable discretion over the various HR policy areas, much more than US firms. 2.6.8 IT Based Networks Services A key development in HR service provision over the past two decades has been the increased use of information technology (IT) (Edwards et al 2007). This is all the more relevant in MNCs, where IT systems may be used to monitor policy implementation and performance, and also to facilitate communications and networking, across borders. It thus provides an insight on the extent to which corporate management has access to HR data on its international operations and can compare performance on HR metrics across sites and countries. Specifically examined was the usage of IT based HR information systems (HRIS) and ‘shared services provision on an international level. In regard to the diffusion of HRIS, respondents were asked whether the worldwide company had an â€Å"HR Information System (such as PeopleSoft or SAP HR) that holds data relating to the firms international workforce†. The responses for both foreign and UK-owned MNCs showed that just over half (54 per cent) of all MNCs in the UK reported the use of HRIS that operates on an international basis. This is a similar to a study by Collings et al (2007), that found in the parallel UK study, where some 52 per cent used such a system (Edwards et al., 2007). However, among MNCs in the UK, a greater proportion of foreign-owned MNCs (56 percent) than UK-owned MNCs (44 per cent) reported the use of HRIS on an international basis (Edwards et al 2007). There were some discernable differences in regard to ownership. As indicated from the study, American firms were the highest users of HRIS (70 per cent), while the ‘rest of the world MNCs is the least likely. This again resonates with the UK findings where US MNCs were among the greatest users of HRIS and Japanese MNCs the lowest (Edwards et al, 2007). The impact of sector on the take-up of HRIS will be fully outlined and placed in the appendix in the forthcoming chapters. Among UK MNCs, the service sector accounted for the greatest number of firms with HRIS. However, among foreign-owned MNCs multi-sector firms were by far the largest users, followed by those in the service. 2.7 Previous Research: Human Resource Factors Previous studies have been utilized in exploring the current human resource innovative programmes that UK MNCs must take into account in their drive for global expansion. One of the main limitations of this review is that it is limited within the context of UK MNCs as there was the lack of evidence to determine the effects of these practices on MNCs operating in the context of both emerging and non-emerging economies. This is in consonance with Ericksen and Dyer (2005) and Wright et als., (2005), both of who also called for further empirical research from different contexts. Gerhart (2005) substantiate the question, to what extent are these innovative HR programmes valid for other context by saying: â€Å"This is a concern because it seems unlikely that one set of HR practices will work equally well no matter what context†. To shed more light on the issue and to further examine the relevance and effects of such programmes, it is important to conduct research in non-US / UK con text, (Katou Budhwar, 2007), especially in emerging economies. 2.8 HR Factors for Global Expansion: Effectiveness Previous research has explored the links between individual HR practices and corporate overall performance. For example, Lam and White (1998) reported that firms HR innovative programmes which are largely measured by the effective recruitment of employees, compensation programme, and extensive training and development were related to return on assets, growth in sales, and growth in stock values. Using a sample of manufacturing companies, multinational servicing companies and global financial institutions, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. The findings suggested that implementation of innovative HR programmes had an effect on employee turnover and the overall performance of the company. 2.8.1 Recruitment Selection According to Terpstra and Rozelles (1993), who compared the relationship between recruiting / selection practices among US / UK MNCs and the firms performance, it was found that there was a strong connection in the companys performance between implementation of the new HR practices and the previous traditional practices, this was focused mainly on recruiting, selection and the use of formal selection procedures and firm performance. Cascio (1991) also states that the improved performances recorded after implementation of such new HR practices are generally substantial. 2.8.2 Employment Training Programmes Russel, Terborg and Powers (1985) in a survey of 30 US MNCs establish a link between the adoption of employment training programs and financial performance. The use of performance appraisals (Borman, 1991) and linking such appraisals with compensation has strongly been connected with the performance of a firm. (Gerhart Milkovich, 1990). Koch and McGrath (1996) reported that firms using more sophisticated staffing practices (planning, recruiting, and selection) had higher labour productivity. 2.8.3 Communication Employee Involvement Huselid (1995) reported that HR practices can influence firm performance through provision of organization structures that support involvement among employees and provides flexibility for improvement of job performance. Green et al (2006) states from findings of a survey that organizations that vertically aligned and horizontally integrated core human resource functions and practices performed better and produced more committed and satisfied HR function employees who exhibited improved individual and organizational performance. 2.8.4 Other Models Most of the work on innovative human resource programmes and the companys performance has been undertaken in the context of MNCs who consider the US and the UK as their home country. The question which arises, though, is whether the UK and US-oriented models are appropriate and representative in other contexts (see debate in special issue of the International Journal of Human Resource Management, 12(7), 2001). Other studies analyzed such as Harel and Tzafrir (1999) found that in parts of Asia and the middle-east, innovative HR practices were related to perceived organizational and market performance. Bae and Lawler (2000) did find a significant relationship between HR practices and firm performance in their sample of 140 manufacturing firms in Asia, covering china, Japan and South Korea. Lee and Miller (1999) also found a strong relationship between HR practices and performance among a number of MNCs in Asia, but it is clearly stated that this relationship was most strongly pronounce d among firms using dedicated positioning (marketing differentiation or innovative differentiation) strategies. Bae et al., (2003) in their study of HR strategy in Pacific Rim countries found that the evidence of a strong relationship was however based on strict high-performance work system with a number of variable conditions. Morishima (1998) found support for the contingency perspective in a sample of Japanese companies. Firms with well-integrated high-involvement work practices and firms with well-integrated practices consistent with more traditional Japanese employment strategies both did better than firms with poorly integrated practices. Bae et al (2003) in their investigation of Hong Kong multinational companies found an increase in the firms performance due to certain core innovative HR work practices (training and compensation techniques) with high involvement characteristics. 2.9 Implementation Whilst there are currently limited researches in respect of implementation of innovative HR programs in the context of UK MNCs, however, according to Briscoe and Schuler (2004), Implementation may vary in respect of ‘what and how, thus limiting the value of comparative survey research. Chew and Horowitz (2004) states that the subject of implementation should only be considered in the context of the specific MNC or firm involved, as there are lots of contextual factors and limitations in implementation hence the need to be cautious and dissuade any hasty conclusions when taking on findings from research journals on implementation. Horowitz (2004) states that primary research on implementation would need to focus on contingency approaches and mediating variables affecting the MNC level application. A number of theoretical approaches would also add to the importance of ‘context frameworks such as integration/divergence or universalism versus local particularism, and ethnocen tric, geocentric, regiocentric and polycentric managerial strategies (Chew et al 2004). The author believes that such an extensive approach would not only examine the relationship between human resource innovative practices and relevance, but would take into account the host environment. 2.9.1 Implementation Expansion: Formation of HR Strategies According to Briscoe et al (2004), very little work has been done on the formation of methods for implementing and controlling the transition from specific administration HR services unto innovative programmes that are directly linked to strategic challenges such as increasing revenue through new market entry or mergers and acquisitions. The formation of the UK MNCs corporate strategy has to take into account the balance between those activities that need to be centralized or standardized and the degree of flexibility required by the affiliate to operate in the host country Brock (2005). The formation of HR strategies is distinguishable by variance in terms of level of abstraction and scope. The level of abstraction refers to the level at which the HR strategy is focused. According to Combs et al. (2006), there are different levels of abstraction in the design of a global HR system. Levels vary from recommendations, policy, to operational-level procedures. With a policy-level of abstraction, affiliates are given the freedom to implement their own HR strategies within the broad parameters of the standardized policies. However, with an operational level of abstraction, affiliates are expected to implement a more detailed HR management practice. Scope refers to the extent of HR management practices dealt with in the HR strategy. For example, the HR strategy may have a Effect of Human Resources on Global Expansion of MNCs Effect of Human Resources on Global Expansion of MNCs MBA Literature review The Relevance of Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. 2. Introduction The activities of multinational companies (MNCs) are at the heart of Britains internationally open and global economy. This global economy has emerged as companies all over the world are joining forces through alliances, mergers, joint ventures, acquisitions, and the like, thus creating the need for a constant mobile workforce and the HRM strategies to support and develop it. This would therefore imply a fundamental shift in the role of human resources from transaction and administration to strategy and business transformation through innovative programmes which supports the global strategy of the company. This section gives an overview of the literature review and the theoretical basis for the forthcoming chapters. The chapter consists of journals, books and research materials which throw more light into Innovative Human Resource Programs to Facilitate Global Expansion of Multinational Companies (MNCs) from the UK. The following were the primary information sources used for the literature review; ACM Digital Library Pro-Quest Direct EBSCO Publishing Gale Group Info Track OCLC First-Search Java Sun Microsystems Library IEEE Library Emerald Database 2.1 Evolution from Personnel Management to HRM According to Guest (1987), the origins of the traditional concept of personnel management can be traced to the post World War One welfare tradition of concern for the basic needs of employees. The developing and mature phases of personnel management from the 1940s to the 1970s saw an increase in the status and professionalism accorded to the personnel function, particularly in relation to industrial relations (IR) matters (see Sparrow 2004). The concept of HRM, as a new strategic approach to the management of people, evolved in the early 1980s (Ericksen 2005). Its evolution was influenced by a range of factors, including increased competitive pressures caused by deregulation and globalisation, and the influence of notable academics in the US and the UK (Ericksen, 2005). Although it has been suggested that HRM may be no more than old style personnel management with a new name (Gunnigle and Flood, 1990), Storey (1992) identifies four features of HRM which distinguish it from traditional personnel management: it is explicitly linked with corporate strategy; it seeks to obtain the commitment of employees rather than their compliance; employee commitment is obtained through an integrated approach to human resource policies (for example, reward, appraisal, selection, training); and unlike personnel management, which is primarily the domain of specialists, HRM is owned by line managers as a means of fostering integration. 2.1.1 Approaches to Human Resource Management 2.1.1.1 Hard Approach If an organisation focuses on control of resources and achievement of strategy, it may adopt a hard approach to HRM (see Storey, 1989) in which employees are viewed as a resource to be managed like any other factor of production. In this approach, the critical task for management is to align the formal structure and HR systems of the organisation so that they drive the strategic objectives of the organisation. This approach is exemplified in the strategic model of HRM developed by Fombrun et al (1984). It has been argued however that an over-emphasis on hard HRM ignores the potential resistance of workers and trade unions, factors which cannot be ignored if business strategy is to succeed (see Hendry, 1995). 2.1.1.2 Soft Approach In contrast, an organisation may place an emphasis on a soft approach to HRM (Storey, 1992 p. 30), in which employees are viewed as a valuable asset whose commitment will assist in achieving organisational success. The objective for organisations in such an approach is to integrate HR policies with the strategic planning process, to gain the willing commitment of employees, to achieve flexibility through avoidance of rigid bureaucratic structures and to improve quality (see Guest, 1987). The most well known soft model of HRM is known as the Harvard Model of HRM (Beer et al 1984), views business strategy as just one situational factor which influences managements approach to HRM. This model identifies a range of other situational factors which influence HR policy choices, including prevailing management philosophy, laws and societal values. In the context of this study, this model is significant in that it identifies a range of stakeholder interests (including unions, government and m anagement) which influence HR policy choices. It is argued that unless HR policies are influenced by key stakeholders, the enterprise will fail to meet the needs of these stakeholders, and ultimately its own objectives (see Beer et al 1984). 2.1.1.3 Ideal Type Model: Integrated links from Personnel to HRM Storey (1992) outlines a further model which illustrates the process involved in shifting from traditional personnel management to HRM. While this is an ideal type model, it comprises features which are significant for this study. For example, it stresses the need for integrated links between beliefs, assumptions, management issues and key elements of HRM. It also identifies key levers of change in the various elements of HRM, including recruitment and selection, training and development and conditions of employment. A strategic approach to HRM can be developed by creating effective policies in these areas (Storey 1992) 2.1.2 The integrative aspects of HRM A key theme running through many of the models is integration, which according to Guest (1987) lies at the heart of HRM. He identifies integration at three levels: integration of HRM policies with business strategy; integration of a set of complementary HRM policies; integration of HRM into the line management function. 2.1.3 The Role of Management According to Storey (1992), best practice indicates that the extent to which the transition process from traditional personnel functions to strategic HRM functions can be achieved will be influenced significantly by the belief and support of senior management in the added value that HRM can contribute to the organisation. More importantly, this belief must be visibly demonstrated, for example by committing additional resources to the development of HR strategy and the building up of HR skills levels. As a first step, the head of HR should be afforded a genuine role in the formulation of key business decisions. This contribution must be an integral part of the business strategy formulation process, so that HR issues are accorded a key priority as opposed to simply being added on to, or indeed excluded from, the core business of the organisation. On an ongoing basis, heads of HR should also be enabled to have a genuine input into decisions taken at top management level which have impli cations for HR. Clearly, if the head of HR is to be enabled to play a genuine role in ensuring that HRM issues become a top management priority, it is important that the professionalism accorded to HR, for example through the development of expertise in integrating HR and business strategies, begins at this level. 2.2 Definitions: Innovative HR Programmes According to Agarwala (2003), defines innovative human resource programmes of a company can be described as: Any intentional introduction or change of HRM program, policy, practice or system designed to influence or adapt employee the skills, behaviours, and interactions of employees and have the potential to provide both the foundation for strategy formulation and the means of strategy implementation that is perceived to be new and creates current capabilities and competencies (Agarwala, 2003). 2.2.1 Innovative HR Programmes According to James (2002), innovative programmes can be grouped into a set of new initiatives which are associated with the process of developing a strategic approach to HRMenhancing its competitiveness. A few of these include: Reducing costs through shared services centres, self-service, and outsourcing. Develop uniform HR processes recognising local regulatory requirements to help foster a low-cost, administrative delivery model. Create a self-service culture for employees and managers. Establish global employee shared services centres focused on delivering HR administrative support to multiple geographic areas, thereby reducing administrative overhead. Outsource key services that can be more efficiently managed and administered externally. Streamlining technology and information management Improve information access to help companies more efficiently manage their human capital assets, provide employees and managers with enhanced access to information, improve HR reporting, and address growing compliance requirements. Reduce HR technology operating costs by consolidating multiple technologies, technical infrastructure, and IT skills. Managing people globally Help enable the company to respond to the interdependencies of global markets by managing human assets globally rather than nationally or regionally thereby improving competitiveness in the international marketplace. Enabling HR to shift its focus from administration to strategy Remove the administrative component of the work of business HR professionals, enabling them to provide more value-added services and to focus on consultative and analytical interactions with line managers. Facilitate HRs transition to a strategic partnership with the company by upgrading talent and skills within the HR function. 2.3 Background: Human Resource Evolution According to Cooke (2003), first Generation HR Transformation represented a fundamental shift in HRs role, from transactions and administration to strategy and business transformation. First Generation HR Transformation focused on changing the existing relationship between employees, managers, and HR, (Randall 2006). With technology as a key enabler and process re-engineering playing a pivotal role, this First Generation effort sought to help make employees more self-sufficient, whilst asking them to take more responsibility for their own careers (Datta et al 2005). It also sought to help remove HR from the middle of the employee/manager relationship by making managers more responsible for handling their employees HR needs. Over the past ten years, HR Transformation has led to a major restructuring of HR operations and processes transforming the way HR services are delivered Cooke (2003). 2.4 UK MNCs: Achieving Global Expansion MNCs in the United Kingdom have long been well established in manufacturing, but in recent years they have emerged as dominant players in the private service sector and have even become involved in the provision of public services (Edwards 2004). Levels of both inward and outward investment are high: foreign direct investment (FDI) into the UK by companies based overseas accounts for almost 9% of the total global stock while UK-based companies investments overseas account for over 14% of the global stock (Edwards 2004). In both instances, the UK is second only to the worlds largest economy, the United States. As a result MNCs are significant employers in Britain; for example, 18% of the workforce in the production sector are employed by overseas-owned companies with many more being employed in the domestic operations of British-owned multinationals (Edwards 2004). For multinational companies in the UK to achieve a successful transition in their drive for global expansion and competitive advantage, multinational companies would require innovative HR programmes which would enable them to anticipate critical workforce trends, shaping and executing business strategy, identifying and addressing people-related risks and regulations, enhancing workforce performance and productivity, and offering new HR services to help a company improve and grow (Edwards et al 2007). 2.5 HR Practices: Effectiveness A number of authors have explored the links between individual HR practices and corporate financial performance. For example, Lam and White (1998) reported that firms HR orientations (measured by the effective recruitment of employees, above average compensation, and extensive training and development) were related to return on assets, growth in sales, and growth in stock values. Using a sample of banks, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. They found that strategic HRM effectiveness was directly related to employee turnover and the relationship between this measure and return on equity was stronger among banks with higher capital intensity (greater investments in branches). In this thesis, HRM would be described in the context of a number of innovative practices which have been proven to enable MNCs manage the transition process in thei r drive for global expansion, thus enabling organizational effectiveness and better performance outcomes. Wright and McMahan (1992) defined innovative human resource programmes as practices and activities employed to enable an organization achieve its goals. These practices are seen as a departure from the traditional HR activities. Delery and Doty (1996) asserts that these practices are key drivers required by MNCs to respond with the right strategy as they expand their operations in different environments (Boselie et al, 2005). 2.6 Empirical Research: Human Resource Factors MNC Global Expansion The drive for global expansion by UK MNCs has necessitated the need for a human resource strategy that would ensure that the company is able to sustain its workforce. This has therefore led to the departure from the traditional HR administrative role to a more robust global HR function which takes cognisance of employee profile, the work and environment demographics, de-skilling, re-skilling and multi-skilling and issues related to outsourcing and synergy of its processes vis-à  -vis work-force reduction Lam and White (1998). The largest survey of employment practice of multinational companies (MNCs) in the UK was carried out by Edwards et al (2007). The key findings from the first large-scale, representative survey of employment practice in MNCs which have operations in the UK. The survey is comprehensive in its coverage of all but the smallest international companies. The findings derive from interviews with senior HR executives in each of 302 multinationals operating in Britain, both overseas- and UK-owned. The findings from the research suggest a connection between human resource practices and the performance of firms, a summary include the following HR programmes stated below. 2.6.1 Innovative HR Practice: Compensation Payment 85% of the firms surveyed were found to have a robust innovative program in terms of compensation and payment. This is achieved through a performance appraisal programme such as upward/peer appraisal and forced distribution. 72% of the MNCs utilized an innovative scheme for managers, through individual ‘output criteria which were supplemented by a range of other criteria including behaviour in relation to desired competencies and to corporate values. 2.6.2 Innovative HR Practice: Training Development Programmes In respect of adoption of high potential innovative training programmes among MNCs, the organisations were asked if both their UK and overseas operations had a management development programme specifically aimed at developing its ‘high potentials or senior management and employee potential. The data show that high potential programmes are adopted by 70% of organisations; 30% of organisations are not using them. Organisations were asked whether they used a global high potential programme that was adopted elsewhere worldwide, or a local, nationally specific programme. Most organisations indicated that their programmes are global in scope. 2.6.3 Innovative HR Practice: Appraisal Activities In comparison of performance appraisal practices and management values, the formal performance appraisal schemes for all three groups are very widespread; over nine out of ten firms have them for key group and managers, and over 80% have them for large occupational groups. Only 3% of firms have no formal appraisals at all. Just over a fifth of firms use ‘forced distributions for the results of appraisal. A clear majority of firms use the results of appraisal as the basis of decisions on redundancy and redeployment. 2.6.4 Innovative HR Practice: Employee Involvement Communication UK-based multinationals most commonly cite ‘setting a broad policy HR programme as being significant or very significant (62% and 66% for training and development and for employee involvement policy respectively). HR advice and consultancy is also relatively prominent for training and development policy (53% significant or very significant), but less so for employee involvement policy (33%). For training and development, and employee involvement, policy, the respective proportions reporting the other means of influence as significant or very significant are: setting detailed HR policies (32% and 31%); monitoring HR policy implementation (39% and 34%); and HR benchmarking and information exchange (42% and 28%). 2.6.5 Innovative HR Practice: Global Knowledge Sharing Diffusion In respect of innovative HR programmes which promote employee knowledge, learning and diffusion, international employee learning mechanisms are used extensively across all MNC both within the UK and across overseas operations. The survey focused on five formal organisational learning mechanisms used by managers that are international in their scope: International projects groups or task forces, which are often used to address specific issues; International formal committees; Secondments involving the placing of MNC employees in external organisations such as suppliers, customers, universities or private RD companies; Expatriate assignments The evidence showed that the most common organisational learning mechanism adopted among the managerial community within MNCs is the informal network (used by 84% of companies). International project groups/task forces also play a prominent role (used by 73% of organisations) and to a lesser degree expatriate assignments (used by 60% of organisations) and international formal committees (53% of organisations). In contrast, secondments are only adopted by around a quarter of the organisations (26%). The majority (82%) of organisations use two or more organisational learning mechanisms, with 53% adopting between three and four of the five organisational learning mechanisms among their managerial community. Around 9% fail to use any of the mechanisms listed. MNCs requiring integration between the UK operations and other sites worldwide are significantly more likely to adopt multiple organisational learning mechanisms (Tregaskis, Glover and Ferner, 2005). However, these national variatio ns show that the form that organisational learning and diffusion take is strongly shaped by the national context of the parent firm. 2.6.6 Innovative HR Practice: UK MNCs Use of Shared Services According to Edwards et al (2007), the findings from the study found that half of the UK MNCs operate shared services centres and have international HR policy formation bodies. They are far less likely, compared to US and other European MNCs, to have a worldwide approach to workforce management. UK firms consistently aim to pay a greater proportion of employees (managers, LOG and key group) in the top or 2nd quartile. Nine in ten UK firm have performance appraisal for their managers while seven in ten have formal appraisals for their LOG (Edwards et al 2007). Use of forced distribution is uncommon as is the use of 360-degree feedback. An overwhelming majority of UK MNCs tend to recognise trade unions for collective bargaining purposes. Formally designed teams and problem-solving groups are commonly found in UK MNCs as are a large number of communication mechanisms with meetings between line managers and employees, newsletters/emails and systematic use of the management chain the most commonly found communication mechanisms. Although the majority of UK MNCs have succession planning and formal management development programmes these tend to be comparatively less than other MNCs. 2.6.7 Use of Expatriates According to Edwards et al 2007, UK MNCs make considerably greater use of parent country expatriates than third country expatriates. This may reflect the short geographical proximity and cultural similarity between the UK and Ireland. UK MNCs tend to have considerable discretion over the various HR policy areas, much more than US firms. 2.6.8 IT Based Networks Services A key development in HR service provision over the past two decades has been the increased use of information technology (IT) (Edwards et al 2007). This is all the more relevant in MNCs, where IT systems may be used to monitor policy implementation and performance, and also to facilitate communications and networking, across borders. It thus provides an insight on the extent to which corporate management has access to HR data on its international operations and can compare performance on HR metrics across sites and countries. Specifically examined was the usage of IT based HR information systems (HRIS) and ‘shared services provision on an international level. In regard to the diffusion of HRIS, respondents were asked whether the worldwide company had an â€Å"HR Information System (such as PeopleSoft or SAP HR) that holds data relating to the firms international workforce†. The responses for both foreign and UK-owned MNCs showed that just over half (54 per cent) of all MNCs in the UK reported the use of HRIS that operates on an international basis. This is a similar to a study by Collings et al (2007), that found in the parallel UK study, where some 52 per cent used such a system (Edwards et al., 2007). However, among MNCs in the UK, a greater proportion of foreign-owned MNCs (56 percent) than UK-owned MNCs (44 per cent) reported the use of HRIS on an international basis (Edwards et al 2007). There were some discernable differences in regard to ownership. As indicated from the study, American firms were the highest users of HRIS (70 per cent), while the ‘rest of the world MNCs is the least likely. This again resonates with the UK findings where US MNCs were among the greatest users of HRIS and Japanese MNCs the lowest (Edwards et al, 2007). The impact of sector on the take-up of HRIS will be fully outlined and placed in the appendix in the forthcoming chapters. Among UK MNCs, the service sector accounted for the greatest number of firms with HRIS. However, among foreign-owned MNCs multi-sector firms were by far the largest users, followed by those in the service. 2.7 Previous Research: Human Resource Factors Previous studies have been utilized in exploring the current human resource innovative programmes that UK MNCs must take into account in their drive for global expansion. One of the main limitations of this review is that it is limited within the context of UK MNCs as there was the lack of evidence to determine the effects of these practices on MNCs operating in the context of both emerging and non-emerging economies. This is in consonance with Ericksen and Dyer (2005) and Wright et als., (2005), both of who also called for further empirical research from different contexts. Gerhart (2005) substantiate the question, to what extent are these innovative HR programmes valid for other context by saying: â€Å"This is a concern because it seems unlikely that one set of HR practices will work equally well no matter what context†. To shed more light on the issue and to further examine the relevance and effects of such programmes, it is important to conduct research in non-US / UK con text, (Katou Budhwar, 2007), especially in emerging economies. 2.8 HR Factors for Global Expansion: Effectiveness Previous research has explored the links between individual HR practices and corporate overall performance. For example, Lam and White (1998) reported that firms HR innovative programmes which are largely measured by the effective recruitment of employees, compensation programme, and extensive training and development were related to return on assets, growth in sales, and growth in stock values. Using a sample of manufacturing companies, multinational servicing companies and global financial institutions, Richard and Johnson (2001) examined the impact of strategic HRM effectiveness (ratings of how effectively a variety of HR practices were performed) on a number of performance variables. The findings suggested that implementation of innovative HR programmes had an effect on employee turnover and the overall performance of the company. 2.8.1 Recruitment Selection According to Terpstra and Rozelles (1993), who compared the relationship between recruiting / selection practices among US / UK MNCs and the firms performance, it was found that there was a strong connection in the companys performance between implementation of the new HR practices and the previous traditional practices, this was focused mainly on recruiting, selection and the use of formal selection procedures and firm performance. Cascio (1991) also states that the improved performances recorded after implementation of such new HR practices are generally substantial. 2.8.2 Employment Training Programmes Russel, Terborg and Powers (1985) in a survey of 30 US MNCs establish a link between the adoption of employment training programs and financial performance. The use of performance appraisals (Borman, 1991) and linking such appraisals with compensation has strongly been connected with the performance of a firm. (Gerhart Milkovich, 1990). Koch and McGrath (1996) reported that firms using more sophisticated staffing practices (planning, recruiting, and selection) had higher labour productivity. 2.8.3 Communication Employee Involvement Huselid (1995) reported that HR practices can influence firm performance through provision of organization structures that support involvement among employees and provides flexibility for improvement of job performance. Green et al (2006) states from findings of a survey that organizations that vertically aligned and horizontally integrated core human resource functions and practices performed better and produced more committed and satisfied HR function employees who exhibited improved individual and organizational performance. 2.8.4 Other Models Most of the work on innovative human resource programmes and the companys performance has been undertaken in the context of MNCs who consider the US and the UK as their home country. The question which arises, though, is whether the UK and US-oriented models are appropriate and representative in other contexts (see debate in special issue of the International Journal of Human Resource Management, 12(7), 2001). Other studies analyzed such as Harel and Tzafrir (1999) found that in parts of Asia and the middle-east, innovative HR practices were related to perceived organizational and market performance. Bae and Lawler (2000) did find a significant relationship between HR practices and firm performance in their sample of 140 manufacturing firms in Asia, covering china, Japan and South Korea. Lee and Miller (1999) also found a strong relationship between HR practices and performance among a number of MNCs in Asia, but it is clearly stated that this relationship was most strongly pronounce d among firms using dedicated positioning (marketing differentiation or innovative differentiation) strategies. Bae et al., (2003) in their study of HR strategy in Pacific Rim countries found that the evidence of a strong relationship was however based on strict high-performance work system with a number of variable conditions. Morishima (1998) found support for the contingency perspective in a sample of Japanese companies. Firms with well-integrated high-involvement work practices and firms with well-integrated practices consistent with more traditional Japanese employment strategies both did better than firms with poorly integrated practices. Bae et al (2003) in their investigation of Hong Kong multinational companies found an increase in the firms performance due to certain core innovative HR work practices (training and compensation techniques) with high involvement characteristics. 2.9 Implementation Whilst there are currently limited researches in respect of implementation of innovative HR programs in the context of UK MNCs, however, according to Briscoe and Schuler (2004), Implementation may vary in respect of ‘what and how, thus limiting the value of comparative survey research. Chew and Horowitz (2004) states that the subject of implementation should only be considered in the context of the specific MNC or firm involved, as there are lots of contextual factors and limitations in implementation hence the need to be cautious and dissuade any hasty conclusions when taking on findings from research journals on implementation. Horowitz (2004) states that primary research on implementation would need to focus on contingency approaches and mediating variables affecting the MNC level application. A number of theoretical approaches would also add to the importance of ‘context frameworks such as integration/divergence or universalism versus local particularism, and ethnocen tric, geocentric, regiocentric and polycentric managerial strategies (Chew et al 2004). The author believes that such an extensive approach would not only examine the relationship between human resource innovative practices and relevance, but would take into account the host environment. 2.9.1 Implementation Expansion: Formation of HR Strategies According to Briscoe et al (2004), very little work has been done on the formation of methods for implementing and controlling the transition from specific administration HR services unto innovative programmes that are directly linked to strategic challenges such as increasing revenue through new market entry or mergers and acquisitions. The formation of the UK MNCs corporate strategy has to take into account the balance between those activities that need to be centralized or standardized and the degree of flexibility required by the affiliate to operate in the host country Brock (2005). The formation of HR strategies is distinguishable by variance in terms of level of abstraction and scope. The level of abstraction refers to the level at which the HR strategy is focused. According to Combs et al. (2006), there are different levels of abstraction in the design of a global HR system. Levels vary from recommendations, policy, to operational-level procedures. With a policy-level of abstraction, affiliates are given the freedom to implement their own HR strategies within the broad parameters of the standardized policies. However, with an operational level of abstraction, affiliates are expected to implement a more detailed HR management practice. Scope refers to the extent of HR management practices dealt with in the HR strategy. For example, the HR strategy may have a