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HRM Assignment: Challenges &Barriers Encounter by Wesfarmers in UK


Task: The HRM Assignment task is outlined below:
Part A: You are a HR Consultant working for a MNC from a country of your choice (country A) which is looking to engage in a Joint Venture with an engineering company from a second country of your choice (country B). You have been asked to provide a critical overview of the main challenges (you must select TWO) that the MNC may confront in the creation of International Teams. You should aim to address the following questions in 2800-3000 words:
• What are the major institutional and cultural differences which separate country A and country B? Use relevant models and theory to support your discussion and analysis.
• What are the challenges and barriers of working in a multicultural managerial team comprising representatives from both countries’ (A and B) firms?
• What is the role of expatriate's cross-cultural training in supporting adjustment, enhancing horizontal communication, information flows and influencing assignment success?

Part B: You will be required to produce a 500 word reflective statement drawing on the Ubuntu philosophy to assess the challenges you faced whilst working in diverse groups on the module. Further details will be provided during the seminar classes.
This coursework assesses learning outcomes one, two and three (LO1, 2 & 3): 1. Critically evaluate approaches to managing the human resource on an international basis
2. Examine the rationale for standardised versus a culturally diverse approach to HRM
3. Compare and analyse differing employment policy, process and practice when managing HR across international boundaries


Part A

The report on HRM assignment presents a critical analysis of the challenges and barriers that a company Wesfarmers in Australia can face while engaging in another company located in the UK. The political, economic, social, technological, and legal factors that canimpact this venture will be outlined, and cultural analysis of both countries will be done. These two analyses will revise the strategic and staffing direction of the joint venture, and the issues of the chosen staffing plan will be discovered. The essential guide for the expatriates in the new venture will also be discussed concerning the challenges that they might come across.

Major institutional and cultural differences

A PESTLE analysis is a deviceutilised to add a macro depiction of industry surroundings.It permits a corporation to form anotion of the aspects that might impact a new company or trade.

Australia’s business atmosphere makes it the maincompetitor for ventures. The political situation is fairlysteady, permittingshareholders to feel certain in their procurements.For economic disputes, the government deals with thisand policy alterations. Current economic policy transformations have motivatedAustralia to be one of the top-rated nations in the area. It has protected and constant political surroundings (Hellwig and McAllister, 2016). Though, it portrayed a lot of disapprovals over numerousconcerns in the past. For example, its extraditionrules were disapproved of.

The UK is one of the most influential nations on the globe. It is a contemporary parliamentary democratic system and a lawful dominion with the ruler being the leader of the State. Political stability is an immense force of the UK; though, Brexit has formed doubts and political deliberations (Jensen and Snaith, 2016). Some forecasters think that Brexit will generate confusion unbelievable, while others consider it will give access to enormous prospects for the nation in the upcoming times. Similarly, the current increase in hostility and offences has caused severe apprehensions.

The contradictory political situations in both statescontrol how companies are recognised and operated and will be pertinent to the joint venture.

The money exchange rate supportsexternalnations, countingthe UK, which makes spendinginto the soil ofAustralia and companiesasimplealternative. Australiastaysaninexpensivesite for company rearrangements even nowadays. All businesses in Australia areexposed to a federal tax fee of thirty per cent on their taxable returns. Though, small companies pay a cheap tax rate of twenty-six per cent (Mols and Jetten, 2016). This price is anticipated to descend to twenty-five per centquickly. Individual tax chargesdifferbased on the revenue of the people. The worldwide lockdowns in 2020 and 2021 placemassivestress on the funds and ruincountlesscompanies throughoutdiversebusinesses (Jensen and Snaith, 2016). Themarket of the UK has begun bouncing back stronger than estimated, as supported by boosts in household investments. The UK has long been a well-likedtarget for foreign direct investment (FDI).Numerous business moguls and businesses from all around the globe have been devoted to a range of businesses in the nation.

Australia has smaller inhabitants than nearly all other nations. Since 2018, it has been almosttwenty-three million. The standard life expectancy fluctuates by males and females; men average approximatelyeighty years and women eighty-four years (Mols and Jetten, 2016).

Australia is multicultural as well as multiracial. It has avitalinheritance from its aboriginalcommunity, who are supposed to have drifted from Asia several thousands of years before the entrance of British colonisers in 1788.The upper class is characteristicallyfive to ten per cent, with possessions, assets, and rights being their major sources of revenue. The middle class is a community that does not have a labour-intensiveprofession (Przygoda, 2017). And overtwenty per cent of the inhabitants are recognised as physicalemployees (the working class). Classes are moreoveracknowledged by gestures, amusement, and sports contribution.Australia has a superior number of community and private colleges, which draw a lot of globalundergraduateseach year. Indeed, intercontinentalscholarscurrentlyframeover a quarter of staffing at a fewcolleges in the nation.

The UK has a big customermarketplace. The presentinhabitants aremore thansixty-eight million. People of Australia are getting older, too (Atkinson et al., 2019). This has insinuations on both the labourmarketplace and the health care scheme. The UK has been subjective by the idea of social class; though, the populace is multicultural. This is anaspect that can control the staffing, collection and reward plan for the joint venture.

Both nations have extremelyalikestages of technological development with majordifferences in just somefeatures.

Australia is acknowledged for its technological modernisms. It acceptsnovel technology more often than nations in a similar position. The buying of innovative technology is predictable to attainsixty-five billion dollars this year. The majorityof research and development falls tonational studycentres, whilstcollege researchers have tofight over endowmentfunds. The administrationfinancesmore thanfifty per cent of the entire research and development; businessesaddapproximatelyforty per cent. Then there is the latestrule passed by managementrepresentativesabout encryption (Przygoda, 2017). The management has approved a contentiousrule to permitlaw enforcement and security to contactanybody’s encrypted letters. Australia has seenahugedevelopment in technology over the years. Neighbouringbusinesses are devoting themselves to technologies to fulfil the mountingload of their consumers. Computers andapparatus, software, tech consultancy facilities, cloud, as well as artificial intelligence are possible to compel these savings, which mustbring aboutadditionalmodernisation and plans.

Companies in the UKoften build new technologies to present the best answers for their clientele. The sophisticated technological communicationspresent entrepreneurs with limitlessprospects to deal in the nation (Temple et al., 2016). The technologysegment is a chiefsupplier to the financial system of the UK. Countlessassets and talents are approaching the division. It is worth remembering that the asset and growth are scattered throughout the nation.

Perse, it is obvious that both nations have related interests in technological developments, and this aspect can influence the action of the joint venture.

To guaranteereasonabledeals for both companies and customers, Australia has just trading rules, oppositionregulations and customercommandments. The Fair Work Act 2009 is the chiefpart of legislation that presides overservice in the nation. Similarly, privacy rulesmanage how industriesmanage their consumers' personal data.The Employment Act 1996defends the rights of workers inthe UK. Motherhood and fatherhood leave, least amountsalary, holiday pay, sick pay, and a few other rights are lawfullysecluded. Similarly, the Equality Act 2010 defendscitizens from favouritism (Atkinson et al., 2019).

Creating a joint venture in Australia by Wesfarmers will suggest the corporation will be exposed to considerably additional outside rules than in The UK; consequently, this is a significant feature to think about.

Cultural analysis
It is crucial to carry out a cultural analysis on both nations to decide the finest staffing advance for the joint venture. Hofstede’s dimensions of culture will be utilised to carry out this investigation.

Hofstede dimensions of culture

Fig 1: Hofstede’s dimensions of culture

Power Distance
This dimension handles the information that all people in civilisations are not identical – it articulates the culture's outlook to these discriminationssurrounded by us.

Australiagets low on this aspect (36). Within businesses of Australia, the pecking order is recognised for expediency; leaders are alwaysavailable, and directorsdepend on individual workers and players for their know-how. Both directors and workersanticipatebeing discussed, and data is shared regularly. Simultaneously, communication is casual, straightas well as participative (Favarettoet al., 2016). At 35, The UKmeets in the lower positions of PDI – that is, a culture that considers that disparity amonginhabitantsmust be diminished. The study demonstrates that the PD index is lower among the higher rank in the UK than among the working people. A sense of reasonable play constrains a faith that inhabitantsmust be cared for in some manner as contemporaries (, 2021).

The basicconcerndealt with by this aspect is the extent of interdependence a culturekeepsamongst its associates. Australia, with a count of 90 on this aspect, is anextremely Individualist society. This decodes into a loosely-unitedculture in which the anticipation is that inhabitants look after themselves as well as their instantrelatives. In the trading world, workers are anticipated to be independent and showinventiveness (Kristjánsdóttiret al., 2017). As well, within the exchange-based globe of jobs, appointing and sponsorship decisions are derived fromvalue or confirmation of what one has prepared or can accomplish (, 2021). At a count of 89, the UK is among the uppermost of the Individualist scores, packed downjust by a few of the commonwealth nations areproduced, that is,Australia. As the wealth of the UK has augmentedall through the last eratheprosperity is moreover scattering.

A high tally (Masculine) on this aspectspecifies that the culture will be determined by rivalry, accomplishment and victory, with accomplishment being described by the “champion” or “best-in-the-field.”

Australiahas a score of 61 on this aspect and is thought of as a “Masculine” culture. Actions in school, job, and play are derived from the shared principles that citizensmust “strive to be the finest they can be” as well as that “the champion takes all” (Kristjánsdóttiret al., 2017). Citizens of Australia areoverconfident of their achievements and successes in life, and it presents a foundation for employment and advertisingchoices in the place of work. Disagreements are decided at the individual stage, and the objective is to succeed (, 2021).
At 66, the UK is a Masculine culture – extremely success leaning and ambitious. A key spot of uncertainty for the strangeris rooted in the obviousdisagreement between the background of diffidence and irony, which is against the fundamentalvictorydetermined value scheme in the society.

Uncertainty Avoidance
The element Uncertainty Avoidance has to do with the manner that a civilisation manages the information that the future can by no means be well-known (Favarettoet al., 2016). Australiahasanextremelymidway 51 score on this aspect (, 2021). At 35 the UK has a low rank on Uncertainty Avoidance which suggests that as a country, they are rathercontented to rouse not understanding what the day conveys, and they are contented to ‘build it up as they go along’ alteringtactics as new datais seen. As a low UAI nation, the UK is contented in uncertaincircumstances (, 2021).

Long Term Orientation
This aspectdepicts how every civilisation has to keep some associations with its history while managing the currenttime and future issues. The worldprioritises these two existential objectivesdifferently. Normative cultures which rank low on this aspect, for instance, favourkeeping time-honouredcustoms and standardswhilst viewing communalalteration with doubt (Favarettoet al., 2016). Those with a civilisation that scores elevated, alternatively, take anadditionalrealisticadvance: they supportcarefulness and labour in contemporary education as a method to get ready for the upcoming days (, 2021).

Australiahas a score of 21 on this aspect and thus has a normative background. Citizens in such culturesworry about creating the completereality; they are normative in their thoughts. They show great admiration for ethnicity, a comparatively small tendency to put aside for the future, as well as a concentration onattainingrapidoutcomes.
With atransitional score of 51 in this aspect, a leadingfavourite in traditions ofthe UK cannot be understood.

One dispute that tackleshumankind, currently and in history, is the extent to which small kids are entertained. Without socialisation, we do not turn into “human”. This aspect is described as the degree to which inhabitantsattempt to manage their needs and urges, rooted in the manner they were brought up (, 2021). With an elevated score of 71, Australia is an Indulgent nation. Inhabitants in culturescategorised by a high rank in Indulgence usuallydisplay a readiness to comprehend their desires and requirementsrelating totaking pleasure in life as well as having fun. They have a constructiveapproach and have a propensity towards hopefulness. Additionally, they put a higher extent of significance on relaxation time, take action as they like and use upwealth as they desire (, 2021). An elevated score of 69 points out that the society of the UK is categorisedas Indulgent. Inhabitants in civilisationsorganised by a lofty score in Indulgence usuallyshow a readiness to comprehend their desires and requestsabouttaking pleasure in life and having excitement.

Strategic orientation
The mainlyappropriate strategic orientation for the formation of this global joint venture by Wesfarmers is a multi-domestic advance.This advance is extremely receptive to the neighbouring market, and knows the presentindecision in the UKmarketplaces; it would be careful to concentrate onthe Australiamarketplaces. Anindependent IHRM plan would be perfect in these circumstancesbecause ofexpansivelysynchronisedworkerrelationships in Australia. This allows the managementgroups in the joint venture of Wesfarmers have the suppleness to generateadaptive strategies.

Staffing approach
After examining the exterior and cultural aspectspresent in both parent businessnations, the best advance to recruitment will be the polycentric method. The polycentric method is a technique where host nationapplications are the principles in a cosmopolitanbusiness. In this example, the majority of the employees in the joint venture will be host country public with onlysome parent country publics in top-level and administrationplaces (Vigier and Spencer-Oatey, 2017). One of the advantages of this advance is that it would supportanabridged power distance among the organisationworkersas well as the remaining of the workers.

Challenges in creating a cross-border multinational team
Cultural and Communication barriers

Cross-border dealings—inbound or outbound—offeranexclusive series of concerns that are compounded by the level and geographic range of the contract. Even in this period of immediatecontact, entities to the deal frequentlyarrive from different cultural backdrops, have many language necessities, have diverse business applications, and are in remote locales. Ignoring these problems can bring aboutanunsuccessfulcontract or ineffective business incorporation (Vigier and Spencer-Oatey, 2017). the majorityof cultural and communication barriers to a transaction are best dealt withpremature and reliableteamwork and joint venture with local companies whose welfareline up with fruitfullyfinishing the business. Early acknowledgement in the deal procedure of the extent of these barriers is fundamental. Over-communicating and unrelentingteamwork are the keys to accomplishmentat this time (Visser et al., 2016).

Employment and Labor
Labour and employment concerns in cross-border dealings can be rathermultifaceteddue to the disparities in neighbouringrulenecessities or traditions and practices. The profundity of challenges in this region can turn out to be compounded by the level and geographic range of the transaction. Severalnationsstrictlylimit the capability to terminateworkers, and neighbouringlabourrulesmightas well impact or controlworker working hours and profits, counting overtime, holiday and disconnection (Akeyet al., 2016). Failing to see these concerns can bring about an inefficientlyplanneddealarrangement, unpredictedaccountabilities or ineffective business incorporation after the dealconcludes. The majority oflabour and serviceconcerns are best dealt with by untimelyrecognition and well deliberateplans (van Voorst, 2019).

Management of expatriate workers
To get ready for transferring expatriates to Australia by Wesfarmers, it will be essential to think about the person’s wish for the globaljob. Aperson who does not desire to be transferredmight not achieve optimally when on the job. The family construction of the emigrant will alsorequire to be measuredsince there are conditions in Australia lawsabout this (Cooke et al., 2016).

The tax scheme in Australia is rather complicated; therefore, directors from the parent corporation in The UK will need to be taught to appreciate this scheme to guarantee efficient formulation and execution of pertinent and submissive reward plans.

Whilst on the job, there must be an open guide of communication among the emigrant and the parent business in The UK (George et al., 2016). Guaranteeing that this is ready will assistalleviate the outcomes of the culture shock and stop the émigré from feeling deserted by or detached from the parent corporation.

Recommendations and Conclusion
There are severaladvantages to be consequent from generatingaglobalcompany, though it is not without disputes and the ones seen in this report were the language hurdle, the broaddirective of the employment connection. These issues were exposed after an investigation of the cultural and exterioraspects in The UKandAustralia, which moreovereducated the tactical and recruitmentplans in the business. To alleviate these complexities, it is vital to select an appropriateémigré and guarantee that they are specified the essential cross-cultural guidance and sustainall through the procedure and period of the globaljob.

Part B- Reflection
Ubuntu is depicted as avery old African perspectivederived from the mainprinciples of extreme humanness, compassion, sharing, admiration, empathy and linkedstandards, guaranteeing a contented and qualitative human social existence in the strength of family. Ubuntu values in management propose a finer approach to administratingbusinesses (Omodan and Tsotetsi, 2019). Workers and directors in businesses where well-built organisational traditions of Ubuntu are presentmustthus also face comparableapproaches and outlooks of caring, admiration, harmony and humanness to oneanother and the organisationon the loose.Whilstworking in miscellaneoussets, I experienceda few challenges since there were dissimilarwords, workingapplications and varied communication approaches. Derived from the viewpoint, I ensuredagreement in the set. Iensured that all the associates in the group were cared forwith respect regardless of the dissimilarities in communication, speech and outlooks. Leader traits, similar to Ubuntu, bring aboutoptimistic cognitive procedures in supporters.Be it communication or boldness or academic information or risk-taking or teamwork – everybody participated uniformly in the errands and the accountability of the communal result was shared by each group associate.

The group was varied in terms of traditions, gender and ethnic group. The characteristics of diversity brought forth a bit new each time which assists the team in enhancing and achieving betterment. The associates from different cultures added to the team result regarding their literary philosophy and pioneering ideas, whereas female and male associates concurrently helped the group labours in terms of building the group a success and leaving valuable experiences for each and every associate. The expanded work traditions are absolutely a strength for the group where a diverse variety of thoughts and novelty are being fulfilled at the same time. Task allotment becomes simpler in a branched out-group as diverse skill-sets can be established together. As a leader, I had to go through incongruity amongst team associates which to a particular degree did influence the aptitude of finishing the task as well as the group result. My authority of managerial decisions got interrupted as well because of the rising disparities among the associates which afterwards were alleviated by the interference of my formal capability. I learnt to administer the attitude disputes and my administration expertise was experienced success in terms of guiding a spread workforce group. Through my job in groups, I have had to regulate my criticism and leadership methods anchored in the diverse traditions of my group associates.When bringing scholars together from diverse backdrops and traditions, it is predictable to bump into some cultural variety. While these disparities are predictable to be met with professionalism in all backgrounds, we have a “propensity to understand the actions of others through the view of our routine of contemplation or personal prejudice”.My cultural partiality believed everybody would put those high objectives and execute whatever it takes to attain them. I have established in my classroom groups that a few associates only do the smallest amount. They are occasionally not ready and look toward others for consequences. This impacted team communications since somebody had to guide the team and convey more information when others were not helping. It as well made associates do further than their reasonable share of the job. Some associates had to take on extra to make up for the less effort revealed by others.

Reference list
Akey, B.C.A., Jiang, X., Antwi, H.A. and Torku, E., 2016. Evolution of Diversity Management Initiatives Among Multinational Firms: Lessons from Developing Economies’. International Journal of Scientific Research in Science. Engineering and Technology (IJSRSET), 2(6), pp.489-497.

Atkinson, R., Tallon, A. and Williams, D., 2019. Governing urban regeneration in the UK: a case of ‘variegated neoliberalism’in action. European Planning Studies, 27(6), pp.1083-1106.

Cooke, F.L., Liu, M., Liu, L.A. and Chen, C.C., 2019. Human resource management and industrial relations in multinational corporations in and from China: Challenges and new insights. Human Resource Management, 58(5), pp.455-471. Favaretto, R.M., Dihl, L., Barreto, R. and Musse, S.R., 2016, September. Using group behaviors to detect hofstede cultural dimensions. In 2016 IEEE International Conference on Image Processing (ICIP) (pp. 2936-2940). IEEE. George, G., Howard-Grenville, J., Joshi, A. and Tihanyi, L., 2016. Understanding and tackling societal grand challenges through management research. Academy of Management Journal, 59(6), pp.1880-1895.

Hellwig, T. and McAllister, I., 2016. Does the economy matter? Economic perceptions and the vote in Australia. HRM assignmentAustralian Journal of Political Science, 51(2), pp.236-254., (2021), COUNTRY COMPARISON, available at:,the-uk/, accessed on: 1.12.2021

Jensen, M.D. and Snaith, H., 2016. When politics prevails: the political economy of a Brexit. Journal of European Public Policy, 23(9), pp.1302-1310. Kristjánsdóttir, H., Guðlaugsson, Þ.Ö., Guðmundsdóttir, S. and Aðalsteinsson, G.D., 2017. Hofstede national culture and international trade. Applied Economics, 49(57), pp.5792-5801.

Mols, F. and Jetten, J., 2016. Explaining the appeal of populist right?wing parties in times of economic prosperity. Political Psychology, 37(2), pp.275-292.

Omodan, T.C. and Tsotetsi, C.T., 2019. Framing ubuntu philosophy to reconstruct principals’ behaviour and teachers’ effectiveness in secondary schools. Journal of Education Research and Rural Community Development, 1(1), pp.25-45.

Przygoda, M., 2017. The Role and Importance of Australia in the South Pacific Region. Economic and Social Development: Book of Proceedings, p.54. Temple, L., Grasso, M.T., Buraczynska, B., Karampampas, S. and English, P., 2016. Neoliberal Narrative in Times of Economic Crisis: A Political Claims Analysis of the UK Press, 2007?14. Politics & Policy, 44(3), pp.553-576.
van Voorst, R., 2019. Praxis and paradigms of local and expatriate workers in ‘Aidland’. Third World Quarterly, 40(12), pp.2111-2128.
Vigier, M. and Spencer-Oatey, H., 2017. Code-switching in newly formed multinational project teams: Challenges, strategies and effects. International Journal of Cross Cultural Management, 17(1), pp.23-37.
Visser, M., Mills, M., Heyse, L., Wittek, R. and Bollettino, V., 2016. Work–life balance among humanitarian aid workers. Nonprofit and Voluntary Sector Quarterly, 45(6), pp.1191-1213.


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