Introduction

As one of the major forces, human resource can become the core strength for the

organization. In the multinational companies, decision makers hire the overseas national

human recourse management (IHRM). Barriers between the international employees and

organizations are high. According to Brewster et al. (2016), it was pointed out that there

are a large number of management issues in the multinational enterprises. If companies

would like to achieve a high standard performance within organizations, the ways to

motivate employees is the first part for the managers to consider. Due to the enterprises

are faced with the cross national issues, motivations are turned into complex. This essay

would introduce several methods to help managers and multinational enterprises as

guidance to identity the problems and estimate their management performance. Some

critical examples would be explained.

Employee engagement

Managers need to figure out ways in which to motivate and manage the international

employees. The performance of the organisations is one of the most difficult projects

during international human resource management process (Brewster et al. 2016).

Efficient oversea employee performances also would impact the performance of the

organizations. Before organizations establish and implement the specific motivation

methods, the first significant element is to build a well employee engagement. The

research article that is investigated by Anitha (2014) provides a strong view that the high
employee engagement would highly influence the employee’s performance. Especially, in

working environment and enactment of work co-operation are highly integrated since

companies wants to ensure the employees could feel they are needed by the company.

Also it is pointed out that the great workplace should be provided by organizations to

make sure peer relationships. Hewitt (2012) illustrate that when employees strive for the

organizations, they are more willing to pay extra time and energy to help company

success. Employees are immersed in hardworking. For the result, the performance would

increase efficiently when every staff’s achiever their personal value in the organization.

The theory of employee engagement

The theory dictates that every leader in a firm must ensure that all the staff are fully

involved, in that they are full anticipation in their jobs (Meyer and Gagne, 2008). The

concept main aim is to assure that all the staff is fully committed like the entrepreneurs

are to their businesses one being engaged simply calls for full commitment of one’s

interests and holds commitment to the pursing the objective of the work (Shuck and

Wollard, 2010).

As for a multinational enterprise, the employee engagement seems like to offer a

guarantee for the multinational enterprises to success. Friendly workplace might be

needed as required to help international employees rapidly integrated into new culture

and environment (Shuck and Wollard, 2010: Meyer and Gagne, 2008) . A great working

environment still could gently push international employees accept to co-work with new

people (Meyer and Gagne, 2008).

The recruitment process is crucial to any organization for it impacts the organizational

eventual productivity (Wade and Hulland, 2004). Recruitment can be defined as the set of

events and procedures applied lawfully to obtain an adequate number of qualified

workforce at the appropriate place and moment, as the persons and the firm can sort each

other based on the objectives (Gerhart and Rynes, 2003) 

The Resource Based View theory

The theory suggests that maintainable competitive advantage can be achieved, if the firm

has a Human Resource domain that cannot be replicated or even switched by the business

rivals (Gerhart and Rynes, 2003: Wade and Hulland, 2004) . According to the theory,

organisational should regularly evaluate the company’s staff to validate whether they

have retained the appropriate workforce with the right skills in the accurate domain

(Gerhart and Rynes, 2003). A core segment of any organisation’s robustness or weakness

stem from the capacity of the workforce deployed and the quality of the of task relations.

Validation of the most significant and protecting it with from any form of imitation is the

key concept of the theory (Wade and Hulland, 2004) 

Björkman and Welch. (2015), reveals that organisations that recruit and retain particular

individuals have the capacity of generating Human Capital Advantage. Nonetheless, he

denotes that there should be a difference between the Human Capital Advantage and the
Human Process Advantage as this plays key roles in the recruitment. The former

emanates from recruiting individuals with competitively valuable skills and competences,

most of it is classified as the tacit knowledge. Although, the latter emanated from the

difficulty of imitation, highly assimilated process in the organisation, for instance, a

multinational company allow cross-country cooperation and administrative expansion.

Such cases Jones et al. (2001), deliberates that equipment and the company’s capital is

easily attainable at any time, unlike a ready Human Resource domain of experienced,

qualified and appropriate vigour workforce. As to maintain, the competitive advantage

the organisation ought to be sensitive in the selection and recruitment procedures. Thus

the company needs to emphasis more on the selection of the best. More so, the

organisation should consider the recruitment process as a key tool to attain the

organisations goals.

The challenge may come in in the recruitment and the selection in that; newly employed

staffs are energetic, enthusiastic and have the zeal to learn more. However, the company

can opt to employ an individual to later train him/her and during the training the company

realises the process is expensive than anticipated for the individual may be slow in

grasping the concepts. This is a challenge encountered by many recruiters, thus Peltokorpi

and Vaara. (2014), recommends that it is better to directly employ the appropriate person

than speculating. Hoopes et al. (2003), emphasises that employers must desire to hire

candidates who confines the skills abilities and knowledge even other qualities needed to

productive and effective performance of tasks. Additionally, the procedure should yield
the most capable applicant within the context of the mutually agreed upon jurisdiction.

Compensations and salaries

Compensations and salaries are the main motivations for employees to keep high

standard working performances. Thus, to understand the type of pay system to apply with

regards to the modern issues the firms are validating the approaches with the aid of

theories. More so, the theories assist in the coming up with the conceptual framework of

incentive, compensations and salaries. Though there is no ultimate theory that is used, so

the companies are applying multifaceted concepts.

The Reinforcement and Expectancy Theory

This a theory that is usually applied by the multinational companies to allocate

compensation for the companies. The concept is grounded on the assumption that,

reward-earning habit is likely to recur; an employee would repeatedly do a particular

action that once had him/her recognised. Similarly, in the expectancy concept, the

employee is always in a motivated state to do certain thing that assures him a reword and

recognition.

Surplus Value Theory

According. Marx et al. (1954) the founder of the theory, he exclaims that labour is like an

editorial of commerce and should be bought by a subsistent charge. The value is highly

impacted by the amount of time; the degree of labour that is devoted to the productivity.

Moreover, the quota of time disbursed by the effort on the production is much less;

therefore. The money paid on the labour should be minimal and the surplus utilised by
other expenses (Marx and Ryazanskaya, 1963). For instance, in all the multinational firms

there is labour monitoring systems that determine the wage to be allocated to an

individual.

Notably, the application of the theories in a multinational company context, the company

is assured in the consistency in the in the wage allocation criteria and a proper

remuneration depending on the situation that arise various states. The theories enhance

equality among the staff’s payments and incentives regardless of the global inflation

(Peltokorpi, V. and Vaara, 2014).

Conclusion

Most of the multinational companies undergo a lot of constrains and drawback in the

implementation of the theories. Arguably, the companies have been utilising a blend of

supremacy and collaboration in the governing of the company’s human resources. The

implementation of these theories assist the management to execute all the objectives

through the staff. The regular incentive, compensation and adequate salary provision has

enabled the growth of the companies into a various cultures and nations. The incessant

engagement between the manger and the employee, has enabled the multinational

company to thrive in all the nationals. The mutual agreement laws on the recruitment, has

enabled the firms to attain trust among the employees and disputing all forms of

discriminations regardless of the position on the globe. For the sustainability of the firm’s

growth and competitive advantage the company’s should apply all the theories at all the
levels.

References

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