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Molex's Global Human Resource Management Strategy.

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Introduction

Touro University International Kevin P. Beck BUS 401 - International Business Module 3 Case Assignment: Molex's Global Human Resource Management Strategy Professor - Dr. Paul Watkins Molex's early decision to align its global human resource management (HRM) strategy with its international business structure was the single most important factor taken toward successfully managing its diverse, widespread workforce. According to its website, Molex operates 55 manufacturing facilities in 19 countries and has 18,000 employees in 115 locations around the globe. Furthermore, the company's operations outside the Americas generate approximately 60 percent of its total sales.1 This paper will demonstrate how Molex combines host country HR expertise with company-wide HRM standards and clear communication to remain profitable while keeping its employees focused and motivated. A key part of Molex's HRM strategy is to employ host-country human resource (HR) experts. This polycentric approach to HRM helps the company gain acceptance as an integral part of the host country and acts to subdue the "foreign company" image many global companies contend with outside their home countries. ...read more.

Middle

Molex lays a solid foundation for its worldwide workforce by providing minimum HR standards to all entities, regardless of location. "What I tried to do when I came to Molex 15 years ago was take the basic HR programs and practices that I knew were good ones and make those things standards or consistent practices at every entity in every country," says Roth. 5 Although staff at each operating location has the flexibility to add to the basic HRM standards according to local needs, the baseline standards remain in tact to ensure all parts of the company are heading in the same direction as it relates to HR. This practice allows both employees and management to understand what is expected, no matter what country they're working in. However, it is not enough to merely create standards; they must be effectively communicated. Although many leading companies today have clear objectives with well-defined strategies for accomplishing these objectives, their communication plans remain vague and poorly conceived. ...read more.

Conclusion

These HR principles match Molex's business goals and act as the glue that holds the team together. Additionally, they facilitate employee and company success. In an article published in The Business Ledger, CEO and Chairman John Krehbiel declared: "Our employees' ability to be successful within the company keeps them interested and motivated. They know their hard work and effort has helped to build one of the fastest growing and most profitable electrical connector companies in the world and we think they like being part of that team."7 1 Molex.com; found at http://www.molex.com/cgi-bin/bv/molex on January 13, 2003. 2 R. Wiley Bourne; Executive Excellence, Provo; Feb 1999; Vol. 6, Iss. 2; pg. 11, 2 pgs. 3 Jennifer Laabs; Workforce, Costa Mesa; Mar 1999; Vol. 78, Iss. 3; pg. 42, 4 pgs. 4 Gerald Zukauckas and Elizabeth Reichelt; Overseas Assignments Require Complex Plans; found at http://www.aimlink.com/I&I/HR1.html on January 17, 2003. 5 Jennifer Laabs; Workforce, Costa Mesa; Mar 1999; Vol. 78, Iss. 3; pg. 42, 4 pgs. 6 Ibid. 7 Larry Avila; The Business Ledger; found at http://www.thebusinessledger.com/articles/molexqa.html on January 14, 2003. ...read more.

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