Provide an in-depth look at how a major multinational company operates overseas in two separate countries. 

Your project will provide an in-depth look at how a major multinational company operates overseas in two separate countries. The country comparison project is a 15- to 20-page paper that asks each STUDENT to compare and contrast laws and regulations, mandated compliance issues, demographics, culture, currency, economic and political stability, language, labor relations (unions), HRM policies and practices, HR trends, the likely effects, and the characteristics of the HR department or function of two separate countries. Each STUDENT may choose any two countries (within the seven regions listed below) to compare and contrast.

Provide as much insight into, and explanation of, the differences or similarities as possible. Use your understanding of the impact of the contextual factors (see below) on the HR policies and practices to estimate what a country’s HR policies and practices are likely to be, just in case you can’t find specific information on them. Use this understanding in your discussion of the HR policies and practices each STUDENT finds and the contextual factors of the countries. Make predictions about future trends toward possible convergence of HR policies and practices. Integrate research from online sources as well as our library to support your ideas and conclusions.

Each STUDENT will select a region of the world, and within your region, select two countries. For each country, select a target city to use in your analysis. The following is a list of the seven regions that you can choose from:

1. Middle East (i.e., cities in Egypt, Israel, Saudi Arabia)

2. Asia I (i.e., cities in India, Thailand, Singapore, Malaysia, Indonesia)

3. Asia II (i.e., cities in Japan, Korea, China)

4. West Europe (i.e., cities in France, Spain, Germany, Sweden, United Kingdom)

5. East Europe (i.e., cities in Poland, Bulgaria, Russia)

6. Africa (i.e., cities in Kenya, Nigeria, South Africa)

7. Central and South America (i.e., cities in Brazil, Chile, Colombia, Cuba)

Imagine that each STUDENT has been asked to compare and contrast two city locations within a given geographic region. You will make a presentation to the executive committee of your company (i.e., the class) regarding the pros and cons of each location from the HR perspective. That is, each STUDENT will be doing a comparative HR analysis for each city. Ultimately, you will want to put forth its recommendations for a recommended city within the region.

The Comparative Analysis

Finally, after you have selected the countries and cities, you will use the following scenario as a point of reference to do your comparative HR analysis strategic plan.


Your company is looking for a location for a new production facility in your geographic region. This production facility will hire many local workers for all aspects of the facility (e.g., production, supervision, quality, shipping, and other line functions). There may be a few (but not too many) traditional expatriates in accordance with the country’s established regulations. Fill in some details about your hypothetical organization to make the presentation more interesting and more relevant.


Prepare a report and make a presentation comparing and contrasting the cities you have selected from the region. The focus of the report is how the management of your human talent will affect the ability to be successful in that region. You will need to discuss a variety of issues in order to conduct a thorough analysis. The following is a list of the possible issues. These are ONLY suggestions. You probably will not be able to cover everything. It is your prerogative to present the issues you believe are MOST RELEVANT for the given region. Basically, give us a well justified decision regarding the location you have selected from an HR perspective.

Details to Include

Details you should include in your research paper:

· Analysis of need/availability of talent (local, third country nationals)

· Legal obligations and concerns affecting HR and labor relations

· Mandated regulatory compliance of the country

· Flexibility of the wage bill (ability to adjust hours and ability to adjust headcount)

· Labor and management relations challenges that impact the decision-making process of global leaders

· Employee Relations

· Staffing and Selection

· Compensation and Benefit Programs

· Affirmative Action (if applicable to the country)

· Competence of workforce (education/training)

· Turnover rates

· Medical and health systems

· Cultural dimensions. How do they affect the practice of HR? How will they affect the functioning of the location?

· The way the organizations are structured in the country

· Political and economic stability, currency exchange issues

· Quality and performance standards to create the best place to work for

· Mechanisms to attract, recruit and select, and retain qualified talent

· Value, empower, motivate, and reward employees

· Generating a cohesive culture when leading the organization’s vision and mision

· Nepotism

· Ethical concerns regarding hiring, child labor, bribery, etc.

· Salary levels expected by host nationals

· Availability of housing, schools, benefits, etc. for expatriates

· Other compensation and benefit concerns

· Language

· Religion and level of orthodoxy

· Other norms of the business community (e.g., greetings, meetings, negotiation)

· Women in business

· Group norms (e.g., individualism/collectivism)

· Level of formality (i.e., deference, hierarchy)

· Value of time and time consciousness

In addition, each paper should be neatly typed, should use appropriate graphics, and should be approximately 15-20 pages in length, not counting appendices. Sloppy or careless work will be penalized.

Papers will be graded according to the rigor of the questions asked, the research and information provided, how well the questions are answered in the research, and the depth and breadth of their research scope.

Papers will be graded giving 20 percent for subject, 40 percent for illustrating international HR strategy, 20 percent for the depth and breadth of research and documentation, and 20 percent for the overall presentation, including graphics.

Generally speaking, papers that are merely informational are not sufficiently rigorous to show academic understanding and strength. A paper that develops the strategic link between international human resources and global business strategy and follows the business strategy through to the human resources strategy and the specific issues and tactics, is the type of paper each group is expected to produce.