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INDEPENDENT UNIVERSITY, BANGLADESH

Course details: International Human Resource Management (HRM-460)

Section: 1
Course Instructor: MS. Sariat Rafa khan
Topic: A Case Study of Human resource management at Emajinarrie University
Date of submission: 8th March, 2020

Submitted by: Md. Al Imran

ID: 1620781
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Letter of transmittal
8th March, 2020
Ms. Sariat Rafa Khan, Lecturer, School of Business,
Independent University, Bangladesh.

Subject: Submission of a case study of Human resources at Emajinarrie University.

Respected Madam,
It is a great pleasure for me to submit the Case study of Human resources at
Emajinarrie University, which is prepared as a fulfillment of the requirement of the
course named “International Human resource of Management”. This has been assigned
to me as a part of the course. During preparing this report, I tried my best to comply
what I have learned from the citation of scholars. I would like to declare that the total
activities related this case study has been done within assigned period by me and all
information are authentic. I have tried my best to perform the report under the guidelines
of my respectable faculty MS. Sariat Rafa khan, Lecturer, School of Business,
Independent University, Bangladesh. I hope that, the effort given in the preparation of
the report will be productive and beneficial for enhancing my knowledge and oblige
thereby.

Sincerely,

_________________
Md. Al Imran
ID: 1620781
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Executive Summery
I have been appointed as the new HR consultant at Emajinarrie University which has its
main campus in New York, USA. It has also campuses in Australia, China, India and
Thailand. The University executive asked me with developing a more
Internationalization team of academic teaching staff, particularly at India campus. Now I
identify the cultural differences and variation in Human resources management
practices between india and USA. Then Australia and Thailand are the country where
we recruit employee for my university. I used Hofstede’s cultural dimensions to
understand each countries cultural situations. Then I identifying how these cultural
dimensions will, might, could or should influence the human resources management
practices and policies at Emajinerrie University. I also like to identify issues regarding
recruiting policies in all the countries where I tried to give a branch of my university.
Then I develop three recruitment advertising that will give in newspaper for hiring better
quality employee.
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Table of content
1.0 Introduction…………………………………………………………..5
1.1 Background Information…………………………………………….5
1.2 Aims…………………………………………………………………...6
1.3 Scope………………………………………………………………….6
2.0 Cultural differences and Hr practices between US and India..7-10
3.0 Hofestede Cultural dimension……………………………….11-16
4.0 Cultural Dimension……………………………………………..16
5.0 Recruitment Policy……………………………………………...16-22
6.0 Conclusion…………………………………………………………22
7.0 Recommendation………………………………………………….23
8.0References………………………………………………………...23
Appendix A(India)……………………………………………………..23
Appendix B(Australia)….………………………………………………24
Appendix C(Thailand)…………………………………………………..24
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1.0 Introduction

I have been appointed as the new HR Consultant at Emajinarrie University, which has its
main campus in New York, USA. Emajinarrie University also has campuses in Australia,
China, India and Thailand. The University Executive has asked me with developing a
more ‘international’ team of academic teaching staff, particularly at the India campus. The
Director of Human Resources at Emajinarrie University would like me to write a report
identifying the cultural differences and variations in human resource management
practices between US and India. However, Australia and Thailand will be the two markets
which the University will be targeting to recruit the staffs from. The Director told me to use
a framework for cultural comparison, such as Hofstede’s Cultural Dimensions.
Importantly, the Director ordered me to identify how these cultural differences will, might,
could or should influence the human resource management practices and policies at
Emajinarrie University. The Director told me to identify issues regarding recruitment in the
specific countries. As part of this, the Director would like you to develop a sample
recruitment advertisement that could be included in a major newspaper in each of the
three countries, and include these in Appendix A (India), B (Australia) and C (Thailand).

1.1 Background Information

Currently, Emajinarrie University employees only US citizens, does not conduct any
exchange programs for staff, the Human Resource Information System (HRIS) data
suggests that almost all of the staffs were born in US and from visiting the campus, you’ve
noticed that the academic staffs are very ‘American’ in their approach to work and their
interpersonal relationships! As Emajinarrie University pursues this internationalization
staffing policy, the organizational will need to carefully consider their human resource
management practices and policies. The Director of Human Resources at Emajinarrie
University would like you to write a report identifying the cultural differences and variations
in human resource management practices between US and India. However, Australia and
Thailand will be the two markets which the University will be targeting to recruit the staffs
from. The Director would like you to use a framework for cultural comparison, such as
Hofstede’s Cultural Dimensions. Importantly, the Director wants you to identify how these
cultural differences will, might, could or should influence the human resource
management practices and policies at Emajinarrie University. The Director would also like
you to identify issues regarding recruitment in the specific countries. As part of this, the
Director would like you to develop a sample recruitment advertisement that could be
included in a major newspaper in each of the three countries, and include these in
Appendix A (India), B (Australia) and C (Thailand).
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1.2 Aims
My aim of this case study to build internationalization staffing policy at Emajinerrie
University in US and identifying the cultural differences and variations in human
resource management practices between US and India. However, Australia and
Thailand will be the two markets which the University will be targeting to recruit the
staffs from. I use a framework for cultural comparison, such as Hofstede’s Cultural
Dimensions. And also identify how these cultural differences will, might, could or
should influence the human resource management practices and policies at
Emajinarrie University. I will develop a sample recruitment advertisement that could be
included in a major newspaper in each of the three countries, and include these in
Appendix A (India), B (Australia) and C (Thailand).

1.3 Scope
Basically in this study I want to find the cultural dimensions of all the country that was
given to the case. Then we could know the recruitment policy of Thailand, China, India,
Australia. We will complete hofstede’s cultural dimension for the all country where we
recruit our employee. Then we make the job advertisement of three countries India,
Australia, Thailand for recruiting employee fot Emajinarrie University.
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2.0 Cultural differences and Human resource management practices

between India and USA
Hofstede’s (1980) work has implications for training based on home-country theories to
be of limited use. From a training perspective, the important difference is between a
culture-specific and a culture-general approach. Thus, more emphasis should also be
on the socialization aspects of management development, since a truly global
competitive culture cannot emerge without a sense of common purpose and trust
among employees and managers collaborating together on the execution of global
strategies.
2.1 Cultural differences and Human resource management practices in India

Here, we briefly discuss 10 key areas that foreign employers should pay attention to
when handling staff in India. These tips should serve as a good introduction or refresher
for any HR professional.

2.1.1 Employment Contracts

India does not mandate a written employee contract for local employees. However, it is
advisable for companies to use contracts to limit risk and define the terms and
conditions of employment. Indian employment laws are diverse and form a complex
framework that employers must navigate carefully when constructing contracts. Apart
from labor laws, there are industrial laws, The Companies Act, and the Contract Act,
1872 that govern employment conditions in India.

2.1.2 Wages

Under the Minimum Wages Act, 1948, all employers in the organized sector must
provide ‘the basic cost of living’ to employee categories specified within the act. The
Code on Wages Bill, 2019 further enables the federal government to fix minimum
statutory wage for millions of workers.

The Equal Remuneration Act, 1976 mandates non-discrimination for payment of wages
to men and women, while The Payment of Wages Act, 1936 orders the timely
disbursement of wages to employees.

Payment of wages below the minimum wage limits amounts to forced labor. This is
prohibited under the Bonded Labor System (Abolition) Act, 1976.

2.1.3 Termination of employment

Employees in India may only be terminated as per the terms and conditions within their
employment contract. However, companies should note that all employers must adhere
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to the federal and state labor laws when laying off or terminating workers – the
conditions drafted in company contracts cannot supersede these legal statues.

2.1.4 Maternity and paternity leave

The Maternity Benefits (Amendment) Act, 2017 applies to all shops and any
establishments that employ over 10 workers. Under the Act, 26 weeks of paid leave is
available for women for the first two children, and 12 weeks subsequently. Companies
employing more than 50 people must also provide crèche services.The Paternity
Benefits Bill, 2017 is set to be up for discussion in the next parliamentary session.

2.1.5 Prevention of sexual harassment in the workplace

An Internal Complaints Committee must be set up by all organizations with more than
10 employees in accordance with the norms laid out in the Sexual Harassment of
Women at Workplace (Prevention, Prohibition, and Redressal) Act, 2013. All complaints
should be actively pursued, evidenced, and redressed immediately.

2.1.6 Public holidays and work weeks

India observes three national holidays – Republic Day (January 26), Independence Day
(August 15), and Gandhi Jayanti (October 2). On these days, all institutions, whether public
or private, must remain closed. Government approval is necessary for any organization to
function on these days. Only certain establishments, such as factories, and industries where the
work process is considered to be continuous, including hospitals, and travel agencies, are
allowed to operate over 24 hours across 365 days. However, establishments that operate on
these days are subject to provide additional wages for staff working on those days.

Many laws in India, such as the Factories Act, 1948, also provide for the maximum
number of work hours and the amount of overtime wages to be paid to labor employed.

2.1.7 Restrictive clauses in employment contracts

Employers should note that including restrictive clauses into a contract might not be
enforceable through the Indian courts. The Contract Act, 1872, necessitates the
fundamental right of all citizens to carry on any profession, trade, or business.

2.1.8 Gratuity and Provident Fund

The Payment of Gratuity Act, 1972 provides the guidelines for gratuity owed to an
employee.

 Retirement;
 Resignation;
 Disablement due to accident or illness; or,
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 Death of the employee (gratuity paid to employee’s nominees).

However, if an employee is dismissed for proven criminal or moral reasons, no gratuity

is owed to him.

Similarly, the Employees Provident Fund Organization of India (EPFO) oversees and
regulates the Employee’s Provident Fund (EPF).

2.1.9 Impact of digitalization

Workplaces are becoming increasingly virtual. Firms and employees both require real
time employee information to improve critical efficiencies and maintain core
compliances within the organization. The scope of work for HR departments has
expanded to include the use of digital technology, through apps and in-house
databases, especially in the service and consultancy sectors. This includes the use of
online platforms and applications for processes such as recruitment, learning and
development, and even day-to-day administration.

2.1.10 Adaptive work culture

Job seekers in India are moving away from traditional work modes – such as a ‘9 to 5’
time pattern – to a more holistic view of career development. Organizations are also
gradually incorporating the idea of work-life balance into their corporate culture.
Responsive and adaptive HR departments are key to cultivating these organizational
values, and fostering a balance between employee satisfaction and productivity

2.2 Cultural differences and Human resource management practices in USA

The practice of effective human resource (HR) management is one that has been
shown to be an integral part of small business success (Hornsby and Kuratko, 1990;
Deshpande and Golhar, 1994; Smith, 1991; and Wagar, 1998). The vast majority of
businesses in the U.S. today employ fewer than 100 people and most research
conducted in the HR field tends to focus on larger firms that employ full-time HR
professionals. One early study of HR functions in smaller firms found that areas of
accounting, finance production, and marketing, all take precedence over HR
management (McEvoy, 1984). In many cases, the owner of a small business handles
the personnel functions since they are usually limited when the firm employees only a
few people. This practice of informal HR management may be detrimental to firm
success. Each year the number of failures in small business increases by the thousands
(with the owners reporting “managerial incompetence” as the major underlying reason
(Hodgetts and Kuratko, 1998). One area of managerial incompetence cited is dealing
with employee problems including recruiting, selection, ineffective or nonexistent
training, lack of benefits, no use of incentives, inequitable compensation and weak or
nonexistent performance appraisal.
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2.2.1Job Analysis and Job Description

Only half of the respondents utilized this information to write job descriptions for all their
jobs, while 17 percent had job descriptions on two-thirds of their positions and 12
percent had job descriptions on one-third of their positions.

2.2.2 Recruitment and Selection

the responding firms utilize newspapers (73%) and walk-ins (61%) the most but do
utilize radio and employment agencies. Also, newspapers and walk-ins were rated more
effective than other recruiting sources. The most utilized selection sources were
interviews (93%), reference checks (85%), and application blanks (84%). Interviews,
reference checks and drug tests were rated as the most effective selection procedures.

2.2.3Benefits and Incentives

Over 72 percent of the firms offered some form of incentive plan but offered very little
variety in the types of incentive plans provided. Besides bonuses (56%), profit sharing
(20%) and commissions (37%), less than 10 percent utilized any other form of incentive.
Commissions and bonuses were rated the most effective of the incentive programs
offered.

2.2.4 Performance Appraisal

Sixty-one percent of the firms appraised their employees’ performance and goal setting
(62%) and rating scales (59%) were the most utilized methods. Goal setting was rated
as the most effective of the methods surveyed. Also, the appraisal data was mostly
used for compensation (55%), determining training needs (52%), and employee
development (52%).Employee development and compensation were rated as the most
effective uses of appraisal information.

2.2.5Training

Ninety-four percent of the firms provided some form of training for their employees.
Coaching was by far the most utilized training method (71%). Less than half the firms
used any of the other training approaches provided in the survey. Coaching was also
rated as the most effective training method

3.0 Hofstede’s Cultural Dimensions

Psychologist Dr Geert Hofstede published his cultural dimensions model at the end of
the 1970s, based on a decade of research. Since then, it's become an internationally
recognized standard for understanding cultural differences.
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Hofstede studied people who worked for IBM in more than 50 countries. Initially, he
identified four dimensions that could distinguish one culture from another. Later, he
added fifth and sixth dimensions, in cooperation with Drs Michael H. Bond and Michael
Minkov. These are:

1. Power Distance Index (high versus low).

2. Individualism Versus Collectivism.
3. Masculinity Versus Femininity.
4. Uncertainty Avoidance Index (high versus low).
5. Long- Versus Short-Term Orientation.
6. Indulgence Versus Restraint.

Note: in the original version of the book "Long- Versus Short-Term Orientation" was
described as "Pragmatic Versus Normative."

Hofstede, Bond and Minkov scored each country on a scale of 0 to 100 for each
dimension.

3.1 Hofstede’s Cultural Dimension in Australia

3.1.1 Power Distance

Australia scores low on this dimension (36). Within Australian organizations, hierarchy is
established for convenience, superiors are always accessible and managers rely on
individual employees and teams for their expertise. Both managers and employees
expect to be consulted and information is shared frequently. At the same time,
communication is informal, direct and participative.

3.1.2 Individualism

Australia, with a score of 90 on this dimension, is a highly Individualist culture. This

translates into a loosely-knit society in which the expectation is that people look after
themselves and their immediate families. In the business world, employees are
expected to be self-reliant and display initiative. Also, within the exchange-based world
of work, hiring and promotion decisions are based on merit or evidence of what one has
done or can do.

3.1.3 Masculinity

Australia scores 61 on this dimension and is considered a “Masculine” society. Behavior

in school, work, and play are based on the shared values that people should “strive to
be the best they can be” and that “the winner takes all”. Australians are proud of their
successes and achievements in life, and it offers a basis for hiring and promotion
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decisions in the workplace. Conflicts are resolved at the individual level and the goal is
to win.
3.1.4 Uncertainty Avoidance

The extent to which the members of a culture feel threatened by ambiguous or unknown
situations and have created beliefs and institutions that try to avoid these is reflected in
the score on Uncertainty Avoidance. Australia scores a very intermediate 51 on this
dimension.

3.1.5 Long Term Orientation

Australia scores 21 on this dimension and therefore has a normative culture. People in
such societies have a strong concern with establishing the absolute Truth; they are
normative in their thinking. They exhibit great respect for traditions, a relatively small
propensity to save for the future, and a focus on achieving quick results.

3.1.6 Indulgence

With a high score of 71, Australia is an Indulgent country. People in societies classified
by a high score in Indulgence generally exhibit a willingness to realise their impulses
and desires with regard to enjoying life and having fun. They possess a positive attitude
and have a tendency towards optimism. In addition, they place a higher degree of
importance on leisure time, act as they please and spend money as they wish.

3.2 Hofstede’s Cultural Dimension in India

3.2.1 Power Distance

India scores high on this dimension, 77, indicating an appreciation for hierarchy and a
top-down structure in society and organizations. If one were to encapsulate the Indian
attitude, one could use the following words and phrases : dependent on the boss or the
power holder for direction, acceptance of un-equal rights between the power-privileged
and those who are lesser down in the pecking order, immediate superiors accessible.

3.2.2 Individualism

India, with a rather intermediate score of 48, is a society with both collectivistic and
Individualist traits. The collectivist side means that there is a high preference for
belonging to a larger social framework in which individuals are expected to act in
accordance to the greater good of one’s defined in-group(s). In such situations, the
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actions of the individual are influenced by various concepts such as the opinion of one’s
family, extended family, neighbours, work group and other such wider social networks
that one has some affiliation toward.

3.2.3 Masculinity

India scores 56 on this dimension and is thus considered a Masculine society. India is
actually very Masculine in terms of visual display of success and power. The designer
brand label, the flash and ostentation that goes with advertising one’s success, is widely
practiced. However, India is also a spiritual country with millions of deities and various
religious philosophies. It is also an ancient country with one of the longest surviving
cultures which gives it ample lessons in the value of humility and abstinence. This often
reigns in people from indulging in Masculine displays to the extent that they might be
naturally inclined to. In more Masculine countries the focus is on success and
achievements, validated by material gains. Work is the center of one’s life and visible
symbols of success in the work place are important

3.2.4 Uncertainty Avoidance

India scores 40 on this dimension and thus has a medium low preference for avoiding
uncertainty. In India, there is acceptance of imperfection; nothing has to be perfect nor
has to go exactly as planned. India is traditionally a patient country where tolerance for
the unexpected is high.

3.2.5 Long Term Orientation

With an intermediate score of 51 in this dimension, a dominant preference in Indian

culture cannot be determined. In India the concept of “karma” dominates religious and
philosophical thought. Time is not linear, and thus is not as important as to western
societies which typically score low on this dimension. Countries like India have a great
tolerance for religious views from all over the world. Hinduism is often considered a
philosophy more than even a religion; an amalgamation of ideas, views, practices and
esoteric beliefs.

3.2.6 Indulgence

India receives a low score of 26 in this dimension, meaning that it is a culture of

Restraint. Societies with a low score in this dimension have a tendency to cynicism and
pessimism. Also, in contrast to Indulgent societies, Restrained societies do not put
much emphasis on leisure time and control the gratification of their desires.
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3.3 Hofstede’s Cultural Dimension in Thailand

3.3.1 Power Distance

Thailand scores 64 on PDI index, slightly lower than the average Asian countries (71). It
is a society in which inequalities are accepted; a strict chain of command and protocol
are observed. Each rank has its privileges and employees show loyalty, respect and
deference for their superiors in return for protection and guidance. This may lead to
paternalistic management. Thus, the attitude towards managers are more formal, the
information flow is hierarchical and controlled.

3.3.2 Individualism

With a score of 20 Thailand is a highly collectivist country. This is manifest in a close

long-term commitment to the member ‘group’ (a family, extended family, or extended
relationships). Loyalty to the in-group in a collectivist culture is paramount, and over-
rides most other societal rules and regulations.

3.3.3 Masculinity

Thailand scores 34 on this dimension and is thus considered a Feminine society.

Thailand has the lowest Masculinity ranking among the average Asian countries of 53
and the World average of 50. This lower level is indicative of a society with less
assertiveness and competitiveness, as compared to one where these values are
considered more important and significant.

3.3.4 Uncertainty Avoidance

Thailand scores an intermediate 64 on this dimension, but it slightly indicating a

preference for avoiding uncertainty.
In order to minimize or reduce this level of uncertainty, strict rules, laws, policies, and
regulations are adopted and implemented. The ultimate goal of this population is to
control everything in order to eliminate or avoid the unexpected.

3.3.5 Long Term Orientation

Thailand’s low score of 32 indicates that Thai culture is more normative than pragmatic.
People in such societies have a strong concern with establishing the absolute Truth;
they are normative in their thinking. They exhibit great respect for traditions, a relatively
small propensity to save for the future, and a focus on achieving quick results.

3.3.6 Indulgence

With an intermediate score of 45, a preference on this dimension cannot be determined

for Thailand.
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3.4 Hofstede’s Cultural Dimension in China

3.4.1 Power Distance

At 80 China sits in the higher rankings of PDI – i.e. a society that believes that
inequalities amongst people are acceptable. The subordinate-superior relationship
tends to be polarized and there is no defense against power abuse by superiors.

3.4.2 Individualism

At a score of 20 China is a highly collectivist culture where people act in the interests of
the group and not necessarily of themselves. In-group considerations affect hiring and
promotions with closer in-groups (such as family) are getting preferential treatment.
Employee commitment to the organization (but not necessarily to the people in the
organization) is low

3.4.4 Uncertainty Avoidance

At 30 China has a low score on Uncertainty Avoidance. Truth may be relative though in
the immediate social circles there is concern for Truth with a capital T and rules (but not
necessarily laws) abound. None the less, adherence to laws and rules may be flexible
to suit the actual situation and pragmatism is a fact of life. The Chinese are comfortable
with ambiguity; the Chinese language is full of ambiguous meanings that can be difficult
for Western people to follow. Chinese are adaptable and entrepreneurial. At the time of
writing the majority (70% -80%) of Chinese businesses tend to be small to medium
sized and family owned.

3.4.5 Long Term Orientation

China scores 87 in this dimension, which means that it is a very pragmatic culture. In
societies with a pragmatic orientation, people believe that truth depends very much on
situation, context and time. They show an ability to adapt traditions easily to changed
conditions, a strong propensity to save and invest, thriftiness, and perseverance in
achieving results.

3.4.6 Indulgence

China is a Restrained society as can be seen in its low score of 24 in this dimension.
Societies with a low score in this dimension have a tendency to cynicism and
pessimism. Also, in contrast to Indulgent societies, Restrained societies do not put
much emphasis on leisure time and control the gratification of their desires. People with
this orientation have the perception that their actions are Restrained by social norms
and feel that indulging themselves is somewhat wrong.

https://www.hofstede-insights.com/country-comparison/
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4.0 How this cultural dimensions affect Human resources of

management

Hundreds of companies in today’s world operate internationally. British Petroleum,

Royal Dutch/Shell Group, Exxon Mobil, Toyota, General Electric, WalMart, IBM, Morgan
Stanley, and nearly every one of the most recognizable brands worldwide have
international operations (The Super 50, Forbes, 2015). In order for these multinational
corporations to be effective, they must consider their local impact on the countries they
operate within, the local practices, and cultural boundaries that exist. Often the burden
of ensuring cultural compatibility and efficacy falls on the Human Resources manager,
focusing “specifically on structural training and development and retention oriented
compensation” (Ngo, Human Resources Practices and Firm Performance of
Multinational Corporations: Influences of Country Origin). The Hofstede Theory of
Cultural Dimensions is a valuable measure of cultural differences that many companies
use when deciding to take on these international endeavors; and Hofstede’s theory
often aids in the smooth transition into foreign lands. By using this theory, Human
Resources Managers and policy creators are able to identify the best training methods
for the local as well as base country employees. However, the importance of adapting to
international and corporate cultural differences is immense. In a world where a
company’s Corporate Social Responsibility and sustainability efforts is increasingly an
important factor considered by consumers, the response and adaptation to seamlessly
integrating into a multitude of global cultures is critical. The impact of sustainability on
profits is, as well, a motivating influence on a company’s desire to treat employees and
the surrounding environments with the utmost respect.

5.0 Identify recruitment policy

5.1 Recruitment policy in Australia

5.1.1 Read up on Australian Employment Law

Know what’s required of you by bringing on a new employee. Make sure your contract
and employment policies cover the following requirements by law:

 Full-time contracts must be a maximum of 38 hours per week

 Certain considerations for flexible working hours are offered to employees
who’ve worked in a company for 12 months or more
 Paid annual leave for full-time employees
 Other leave requirements and entitlements, such as personal/carer’s leave, long
service leave, compassionate (bereavement) leave, paid jury duty and public
holiday leave
 Termination notice of 5 weeks, and redundancy pay of up to 16 weeks
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5.1.2 Take advantage of the Australia’s Global Talent Initiative

In July 2018, the Australia government launched the Global Talent – Employer
Sponsored (GTES) program. A novel scheme that allows Australian companies to
sponsor overseas workers for positions that are difficult to fill locally. The initiative sits
under the Temporary Skill Shortage (TSS) visa program, and enables Australian
industries to import highly-skilled workers, bolstering local human capability. The
government is in the process of refining the program, which was originally a 12-month
pilot. Businesses looking to hire someone under the GTES initiative must demonstrate
they can’t fill their position with Australian workers or through the available TSS visa
framework. The Department of Home Affairs manages this process, and will be the
authority to grant permission for you to sponsor an overseas worker through GTES.

5.1.3 Don’t wait for Talent to Come to You

63% of Australians have LinkedIn profiles. While this doesn’t indicate how many are
actively using them to seek job opportunities, it does mean talent is more reachable
than ever before.

5.1.4 Consider your Employment Branding

How does your company look to the outside world? Are you a company with an online
and/or community presence? How else – other than job vacancy sites – are you
spreading the word about the value of your roles?

Your reputation is how prospective team members will gauge the environment they’ll be
walking into, should they choose to apply and accept a job. Perceptions of support,
training opportunity, flexibility, and overall worker experience can be just as influential in
the decision to take up a job offer (if not more so, for some), than remuneration.

5.1.5 Anticipate the Recruitment and Training Costs

Online figures on average cost per hire in Australia sit around AU$5000. This is just to
bring the new person on board; once hired, they’ll likely need some degree of training or
support to reach 100% competency and productivity for their role.

Training extends beyond the initial hiring process – remember, providing opportunities
for development and upskilling is what keeps your employees engaged and fulfilled. If a
new hire don’t get the training or support they need to get up to speed, 47% will resign
within 6 months.

5.1.6 Keep in mind recruitment trends and statistics

Check your vacancy against the skills shortages list managed by the Department of
Employment, Skills, Small and Family Business to gauge your likely hiring experience.
The list identifies shortages in the following areas:
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 Accountants
 Automotive trade specialists
 Child care occupations
 Construction specialists
 Engineering professions
 Food trade specialists
 Health professions

On the upside, reports from recruiters suggest that on average, and depending on the
industry, you could be receiving up to 60 applications for each vacancy you post.

5.1.7 Stretched for Time ? Seek assistance

If your business is growing and your human resources limited, reach out to those who
can help. Find a recruitment expert you can trust, and work alongside them to
communicate your values and requirements. With outsourced expertise and guidance,
the burden is lifted from your shoulders, allowing you to focus on core business
operations.

https://www.bizlatinhub.com/employee-recruitment-process-australia/

5.2 Recruitment policy in Thailand

5.2.1 Economy and labour force

The country has a GDP per capita (purchasing power parity) of US$15,319.In terms of
the labour force, the country’s most important industries are electric appliances,
computer components and vehicles. Forty-nine per cent of Thailand’s labour force is
employed in agriculture. The economy of Thailand is heavily export-dependent, with
exports accounting for over two-thirds of its GDP. Thailand exports over US$105 billion
worth of goods and services annually. Its main exports include rice, textiles and
footwear, fishery products and electrical appliances.In addition, tourism accounts for
around 6% of the economy.

5.2.2 The Thai Job market

Thailand has an astonishingly low rate of unemployment of 0.6%. This is reflective of

the low Thai birth rate, lack of unemployment insurance, and the huge informal sector
which is formed of 64% of the workforce.

Most employees work a 40-hour work week. Working 8 hours a day is standard, except
for manual labourers who are not allowed to work more than

5.2.3 Cultural differences

Many Thai people speak a decent level of English so it’s not essential to be fluent in
Thai yourself. However, as a business owner in Thailand or a company looking to hire a
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Thai worker, it could be very beneficial to have at least a grasp of the language, both to
manage to navigate Thai bureaucracy as well as showing sensitivity to the culture that
you’re in.

5.2.4 Requirements

Running a recruitment campaign in Thailand poses unique problems for a foreigner.In

terms of holiday allowances, in Thailand, a worker is entitled to 13 days public holiday
per year plus 6 days personal holiday. Average salary is around 25,000 Baht a month
(c. 635 Euros).

5.2.5 Visa and permits needed

Finding a job in Thailand as a foreigner is said to be extremely challenging. First, you

need a non-resident visa before you can even begin proceedings for looking for work.
Then once you have found a job, your employer has to apply for a work permit on your
behalf.

5.2.6 Jobboard Finder’s top picks

Much recruitment in Thailand today is done using job sites, and this is one of the easiest
ways to find new employees. The recruitment process is much simplified by the use of
these.

1. Jobthai.com: Thailand’s number 1 employment site

2. Jobtopgun.com

https://www.jobboardfinder.com/news/how-to-recruit-in-thailand/

5.3 Recruitment policy in china

Your business may have a number of viable options to find top talent. Chinese people in
major cities are accustomed to looking for work online. Some online and offline options
include:

 WeChat – The social networking site WeChat caters to cosmopolitan areas and
often lists local job openings.
 LinkedIn – LinkedIn is used by the majority of international companies to help
find qualified candidates. It is especially popular in China since it is not restricted
like Facebook and Google. Its use has skyrocketed over the last few years,
jumping from 4 million account owners in China in 2014 to 41 account owners in
2018.
 Region-based websites – Many areas in China have their own websites for jobs
and other information in their regions, including sites Guangzhou Stuff and
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Shenzhen Party. These sites feature job listings, hiring options and local
networking events.
 Career events and job fairs – You will often find students who have just
graduated.
 Job boards – These may list your open positions.
 Professional recruitment agencies – These experts can develop a customized
strategy to hire the best candidates for your open
positions. https://nhglobalpartners.com/how-to-hire-local-talents-employees-in-china-complete-recruitment-guide/

5.4 Recruitment policy in India

5.4.1Qualification:

The qualification of employee is to be fixed to before the starting the selection process.
This one of the main pillars of selection and without it no right employee can be
selected.

5.4.2 Legal formalities:

One of the major legal formalities before selection is to notify the vacancies to
Employment Exchange. An Private Organisation having twenty five or more employees
is required to notify vacancies to employment exchange. The Employment Exchange
act is not applicable on vacancies to be filled by promotions. Normally all Government
vacancies are notified to employment exchanges.

5.4.3 Source:

There are various sources to select an employee. Some of them are:

5.4.3.1 Direct:

The persons who presents themselves for employment or persons told by friends etc.
are direct source of selection. In small-scale sector this is main source of selection.

5.4.3.2 Advertisement:

Other source for employees is advertisement. One can put a board telling requirement
of employees on its main gate but for big advertisement one has to advertise in
newspapers and magazines. The advertisement became more effective if given in
specific industry related newspapers and magazines.

5.4.3.3 Employment Exchange:

Employment Exchanges are good source of recruiting employees. The services

rendered by them are free of cost. Employment Exchanges are established under Act
of Parliament. The vacancies are notified to them on their prescribed Performa. The
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Employment Exchanges are everywhere in India. Any one can notify vacancies to any
Employment Exchange of India. The Employment Exchange sent interview letters to
eligible candidates at its on cost. The Performa for notification of vacancies is given in
this chapter

5.4.3.4 Contractors:

The persons can be indirectly recruited through contractors also. If twenty or more
persons are recruited through contractor both principle employer and contractors are to
be registered under “The Contract Labour (Regulation and Abolition) Act, 1970”.

5.4.4 Selection:

The selection is a procedure to evaluate a person for a job. It mainly has four steps. We
have not taken Back assessment, inquiry and verification under this head as it is
separately discussed before final decision.

5.4.4.1 Qualification of selector:

First step of selection is “who will select the employees” this is the most important
part as a person who cannot select a right person makes all recruitment process failed.
The wrong person selected by him can prove fatal to organization for which he is
selected.The selector should know the job intended to be done by selected person. He
should thorough knowledge of that work. He should also good knowledge of human
psychology and man management.

5.4.4.2 Know All About From “Application Form of Employment:

Candidates should be given Performa of application for Employment by Employer. This

application Performa should contain all the required necessary information of candidate.
It will help in taking primary decision to call it for interview etc., during interview it will
help selector to know about the candidate. A model application for appointment is given
in this chapter.

5.4.4.3 Written Test:

If required written test can be taken. Apart from education and technical knowledge
written test should test the positiveness and mental status of candidate.
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5.4.4.4 Interview:

Normally no employees selected without interview though in small-scale sector the

interviews are not formal in nature. Interviews are for mainly personality assessment (if
candidate had already given written test).The person-taking interview has to access
behaviour, interest with job, mental level, character etc. of candidate apart from other
necessary elements of knowledge. Primarily Medical and physical fitness for job is
also to be seen during interview.

5.4.5 Back assessment, inquiry and verification: History of person can give good
view of what he can do in future so it very necessary to access, inquire and verify his
back history. The persons qualification, percentage of marks, education institution from
where he got qualification, if he passed without failure are the thinks which help
employer to make an opinion about candidate.The candidates any back criminal history,
litigation history, his relation with past employers etc. are very important thinks to verify
before employing any person Police verification of candidate is necessary.

5.4.6 Medical fitness:

After completing all aforesaid procedure of selection. Candidate should also go through
medical fitness tests. This is very important in specially for technical jobs where perfect
eye site and hearing power is required to do the job. Medical examination can be done
by employer’s doctors or candidate should be asked to brought medical fitness certificate
from local Government hospital. The expenses of medical fitness certificate is to be bear
by employer.

5.4.7 Final decision:

After due completion of aforesaid procedure employer thinks a person suitable for his job
he can recruit it. But before recruitment it very essential to settle terms and conditions of
employment. It is very necessary to avoid any inconvenience in future, which can prove
fetal for industry and employee.We have discussed in length in next topic about the terms
and conditions.
http://www.lawsindia.com/Industrial%20Law/Recruitment/main.htm

6.0 Conclusion

End of this case study I would like to say that I could identify the cultural differences and
Hr Practices between india and USA. I mentioned a cultural comparison framework of
hofsteded for Australia, China, India and Thailand. Then we find out the recruitment
policies in every country where we want to recruit employee. This is a long process where
we can recruit our employee with satisfaction.
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7.0 Recommendation

If I want to recruit employee in different country, I should know about the cultural situation
of those countries. I ensure about recruitment policy and cultural dimensions on my
selecting country.

8.0 References

https://www.researchgate.net/publication/229930654_The_strength_of_HR_practices_i
n_India_and_their_effects_on_employee_career_success_performance_and_potential

https://www.jstor.org/stable/27767353

https://www.shrm.org/hr-today/trends-and-forecasting/research-and-
surveys/pages/cranet-shrm-cihrs-human-resources-management-policies-and-
practices-in-the-united-states-report.aspx

https://ukdiss.com/examples/strategic-hrm-management.php

https://dialnet.unirioja.es/descarga/articulo/5680414.pdf

https://www.hofstede-insights.com/country-comparison/australia,india,thailand/

Appendix A: Job Advertisement of India

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Appendix B: Job Advertisement in Australia

Appendix C: Job Advertisement in Thailand