Management of international human resources: Coca Cola

Résumé du document

According to Armstrong in 2006 "International human resource management is the process of employing, developing and rewarding people in global organisations". However, nowadays, one of the most complex challenges for a MNC, across the globe, is the management of human resources because of diversity, culture, belief... Furthermore, firms with international operations can only be successful in their business with an effective HRM function which needs to have a culturally sensitive programme and international manager can also be an advantage.
This report deals with two Human Resource issues across the globe; the first one is how managing the diversity in a global firm? With the example of Coca-Cola The second one is employee relations in Coca-Cola across the globe. With the actual phenomenon of globalization across the globe, we can notice a sort of worldwide competition between each country. In fact, new technology and communication permit everywhere to increase the potential (educational or skills) of every employee from all racial, nationality or ethnic origins.

Extraits

[...] In a conclusion, having bilingual and multicultural employees permit to Coca-Cola to manage more easily the diversity. Employees are more transferable, and managers can understand better the diverse cultures. George Gourlay, vice president of corporate manufacturing operations for Coca-Cola Company: see ‘language study as opening the door to deeper cultural understanding' Conclusion About Coca-Cola According to a corporate manager of Coca-Cola; “Understanding how to function in different cultures and different languages is fundamental to our success”. Consequently, they have to be diverse and to manage it effectively! [...]

[...] (2006) Franck Sonck's website. Available at: http://www.solidaire.org/scripts/article.phtml?lang=1&obid=30159 (Accessed: 29 December 2007). [...]

[...] They entered into dialogue in our case, the international company decided to stop the social plan until the end of year. It is not a real satisfaction for the workers as they are still afraid for 2007. To resolve this issue Coca-Cola can find different sources to supply and so destabilize union action; They can refuse to invest further funds in countries where trade unions are strong or not compliant as in Netherlands or in France! However, to keep its prestigious notoriety the company has to deal with workers. [...]

[...] (2005) ‘Managing diversity by creating team identity' Journal of Economic Behaviour & Organization,58 pp 371- 392 Science Direct. [Online]. Available at: http://wf2dnvr10.webfeat.org (Accessed: 29 December 2007). Liff, S. (1997) routes to managing diversity: individual differences or social group characterics' Employee Relations pp 11-26 Emerald Group Publishing Limited. [Online]. Available at: http://www.ingentaconnect.com (Accessed: 29 December 2007). Liff, S. (1999) ‘Diversity and equal opportunities: room for a constructive compromise?' Human resource Management Journal pp 65-75. Blackweel synergy. [Online]. Available at: http://www.blackwell- synergy.com/ (Accessed: 29 December 2007). [...]

[...] Managing diversity in Coca-Cola 1 Actual context of diversity With the actual phenomenon of globalization across the globe, we can notice a sort of worldwide competition between each country. In fact, new technology and communication permit everywhere to increase the potential (educational or skills) of every employee from all racial, nationality or ethnic origins. That means that nowadays, a global company as Coca-Cola will be able to employ: young or old people; single or married; disabled people; man or woman; American or Asian people . The Coca-Cola Company defines its diversity with: The respect of each employee and individuals. The evaluation of differences. [...]