Case Study-Going Global: Haier Appliance

International Human Resource Management

Case study-Going Global (F): Haier Appliance

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Students Name: Monika Petkute, Shane Garvey

Students Numbers: C10375919, C10013962

Course name: Business Studies BBS (DT364/4)

Lecture: Sue Mulhall

Date: 26th March 2015

Declaration

 We hereby certify that this material, which we now submit as a continuous assessment project in International Human Recourse Management  on the course DT364-4, is entirely our own work and has not been submitted in whole or in part for assessment for any academic purpose other than fulfilment for that stated above.

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Date: ……………………………….

Executive summary

In this report we have analysed the case study of Haier appliances, one of the most successful Chinese brands that specialize in the domestic appliance sector. This report examines the issues raised in the case in relation to International Human Resource Management theory and practice which includes IHRM policies, globalisation and how the organisation has developed in previous and where it is now.

Also Haier case will be analysed using one of the cultural theorist Gerard Hendrik Hofstede and his four implemented dimensions in the organisations culture.

The last part of the report will give some recommendations that give offers of some alternatives about how Haier could handle the problems in their organisation, and also what they should keep up doing to maintain their consumers and become one of the best companies.

Table of Contents

International Human Resource Management        

Declaration        

Executive summary        

Introduction        

Discussion        

Issues raised in the case study with appropriate reference to relevant IHRM theory and practice.        

Globalisation        

Internationalisation        

Analyse of the case study using a theoretical framework devised by one of the divergent cultural theorists.        

Hofstede        

Hofstede dimensions applied in Haier Company        

Recommendations using appropriate reference to relevant IHRM theory and practice.        

Conclusion