My suggestion is for us to examine the HR practices of U.S multinationals in Denmark. According to Ferner (1997), there appears to be limited amount of research discussing the systematic differences in which a particular MNC of a given nationality (e.g., United States) manages its human resources. However, there are some generalizations made from these body of research. For example, one such generalization is that there are some human resource management/industrial relations issues that tend to exhibit more local isomorphism (i.e., resemble the practices of host environment) such as wage determination, training, number of hours to work, among others. Meanwhile, the argument is that there are some HR/IR issues that tend to be more regulated
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multinational (MNC) should attempt to operate in the European Union (EU). This is because of the overall population size of the EU, this region tends to account for approximately more than 20 percent of the world’s GNP. In addition, the EU is described as the United States’ largest single trading partner, and each other’s what is described as most important sourc and destination of foreign direct investment (Egan & Bendick, 2003). Nonetheless, Egan and Bendick emphasized that a particular U.S. MNC that decides to operate in Europe, usually faces several issues such as social, economic, political, among others. These issues tend to make the concept of workforce diversity inevitably, a main organizational issue (Egan & Bendick,). Thus, even though a U.S. MNC that decided to operate in Europe is mandate to comply with the particular country’s employment law (Egan & Bendick,). Nothwithstanding this, several European countries tend to have laws described as traditionally lacked provisions for enforcemebnt by a particular government agency as in the case of the United …show more content…
One might argue that this is because, not until in the 1970s, Denmark was considered as a relatively homogeneous society. However, since that time, Denmark has become what is described as more multicultural and multilingual. Risberg and Søderberg (2008) opined that this change tends to result from an increase in globalization of organizations and immigration levels. It is telling that Risberg and Søderberg (2008) emphasized that diversity management has become a managerial practice where a particular organization offers what is described as minority group accessibility to particular job market and career opportunity. Then, the particular organization usually benefits from the diversity these individuals tend to bring to that organization. More importantly, diversity management is not the same as affirmative action, which is solely based on a legislative action. Instead, diversity management is described as a company
multinational (MNC) should attempt to operate in the European Union (EU). This is because of the overall population size of the EU, this region tends to account for approximately more than 20 percent of the world’s GNP. In addition, the EU is described as the United States’ largest single trading partner, and each other’s what is described as most important sourc and destination of foreign direct investment (Egan & Bendick, 2003). Nonetheless, Egan and Bendick emphasized that a particular U.S. MNC that decides to operate in Europe, usually faces several issues such as social, economic, political, among others. These issues tend to make the concept of workforce diversity inevitably, a main organizational issue (Egan & Bendick,). Thus, even though a U.S. MNC that decided to operate in Europe is mandate to comply with the particular country’s employment law (Egan & Bendick,). Nothwithstanding this, several European countries tend to have laws described as traditionally lacked provisions for enforcemebnt by a particular government agency as in the case of the United …show more content…
One might argue that this is because, not until in the 1970s, Denmark was considered as a relatively homogeneous society. However, since that time, Denmark has become what is described as more multicultural and multilingual. Risberg and Søderberg (2008) opined that this change tends to result from an increase in globalization of organizations and immigration levels. It is telling that Risberg and Søderberg (2008) emphasized that diversity management has become a managerial practice where a particular organization offers what is described as minority group accessibility to particular job market and career opportunity. Then, the particular organization usually benefits from the diversity these individuals tend to bring to that organization. More importantly, diversity management is not the same as affirmative action, which is solely based on a legislative action. Instead, diversity management is described as a company