Critically examine its human resource management policies and practices of a MNEPrepared For,Jasim Uddin (JDN!ecturer, North "outh Uni#ersityPrepared $y,Mayisha %lamgir&D' ()()**+),), -.M /0), "ec'("u1mission Date' No#em1er *0, *)(,Letter of Transmittal2oJasim Uddin (JDN!ecturer, "chool of $usinessNorth "outh Uni#ersityDate' No#e1er *0th, *)(,Subject : Submission of HRM 460Research ReportDear "ir,%spart of ourInternational HumanResourceManagementcourse, &ha#ecompletedthisreport under your instructions3 2he topics you ha#e assigned to us are rele#ant to thehumanresource management policies and practicesin the light of underlying theories and concepts3For my research report, & ha#e chosen a Multinational Company called "iemens $angladesh3 &ha#egathered the necessary information and tried my 1est to ans4er the 5uestions as re5uired 1ythis pro6ect in the context of this organi7ation3& hum1ly re5uest your acceptance of our su1mission of this report3"incerely yours,Mayisha %lamgir (&D' ()( )**+ ),)Declaration Statement2his research paper contains academic analysis done 1y me32he main text is the 4or8 done 1yusinginformationderi#edfromprimary,secondaryandtertiarysources3 2heories andideas1orro4ed from other sources ha#e1een properly cited and referenced3 2he sections of this papercontain confidentialinformation a1out a "iemens $angladesh, used 4ith permission on conditionthat theconfidentialityismaintained3 2hisresearch4asdoneaspart ofanacademiccourseandtheinformationcontainedhereinmust1eusedonlyforacademicpurposesandonlyuponauthori7ation 1y the course instructor3c!no"le#gements*& 4ould li8e to express my gratitude to our course instructor MuhammadJasim Uddin (JDN forgi#ing me the opportunity and guideline to conduct this research, as 4ell as for teaching us thedefinitions, theories and techni5ues that & ha#e used in4riting this paper3 & alsogreatlyappreciate the 4arm 4elcome 4e recei#ed from the staff at "iemens $angladesh3 & am grateful tothe managing director directing me to4ards this organi7ation3 -eartfelt than8s to the %ssociateManagerfor his time in gi#ing me a most enlightening orientation3 "pecial than8s to the seniorexecuti#e for rearranging her 1usy schedule to let me inter#ie4 her regarding the human resourcemanagement policies, and also for trusting me 4ith the confidential appraisal forms3 %ll of theseindi#iduals ha#e pro#ided immense support to me and 4ill not 1e forgotten3Table of $ontents,2opic Name Page No3Executi#e "ummary %&ntroduction 6916ecti#e &"cope &Methodology &!iterature .e#ie4 '&nternational -uman .esource Management (%nalysis )0*)%Discussion )6Conclusion )6.eference )&+,ecuti-e Summar./"iemens %:($erlin and Munich is a glo1al po4erhouse in electronics and electricalengineering, operatinginthe industry, energyandhealthcare sectors3 For o#er (0)years,"iemens has stood for technical achie#ements, inno#ation, 5uality, relia1ility and internationality32he association 4ith $angladesh 1egan in (; -oo8, *)) gender3 2o ensure thee5ual opportunity policy, the company is committed to treat e#ery employee 4ith respect, fair6udgment and assess 4ith their performance > capa1ilities32he "$! human .esource practices determine to ensure e#ery employees gro4th 4ith highestpotentiality 1y pro#iding a healthy > competiti#e 4or8 en#ironment 4here the employee getsopportunity to excel their 8no4ledge > s8ills 3&t also ensures the appropriate career opportunitiesin line 4ith the capa1ilities > performance through "iemens Performance Management Process32he main o16ecti#e is to pro#ide an honest > open communication practice in order to retainhighly moti#ated 4or8force 4ho are entirely dedicated to4ards their respecti#e 6o1responsi1ilities in order to o1tain company o16ecti#es3&f 4e loo8 into the existing -. flo4 chart of "$! then 4e can easily identify that "$! follo4s a#ery1asic-.processandeachprocessareinterCrelated3%s4e8no4theo16ecti#eofany1usiness organi7ation is to maximi7e profit through its company=s strategic goals3 2he only 4aytoachie#eorgani7ational goal andperformanceis throughthehumanresources 4ithintheorgani7ation3 2hus the role of -. comes into play to pro#ide its organi7ation 4ith high 5ualifiedand s8illed employee in order to achie#e organi7ational goal3()"$!=s motto is to achie#e highest performance 4ith highest ethics3 "o the -. of "$! needs toconsider the fact that in e#ery step of the -. process ho4 it can add #alue to get the 1est and5ualified human resources 8eeping in the mind its ethical standard and policies3 %s 4e 8no4 theorgani7ational performance can 1e only 1e achie#ed if the -. process is effecti#e > efficient3+mplo.ment in S4L"iemens $angladesh limited employs a1out *(< persons3 "iemens considers its employees to 1ethe life1lood that 8eeps the company one step ahead all the time3 2hat=s 4hy they recruit highpotential indi#iduals and offer them competiti#e salaries and extensi#e social 1enefits3 &f 4e loo8intothe-.structureor department of"$!comprisesof ateamof four3 2he-.headisresponsi1leforthede#elopment ofthepoliciesandstrategiesalong4iththeconcernoftheExecuti#e Management3 .egarding the 6o1 specification for respecti#e di#isions are 6oint effortof the -. head and the indi#idual di#ision heads 1ased on their re5uirements3"iemens uses geocentric approaches under the staffing policies3 2hey see8 for the 1est people for8ey 6o1s throughout the organi7ation, regardless of their nationality3%s 4ithanysenior management role, thereare1asicre5uirements that managers needforsuccess3 Executi#e roles 1ased in o#erseas countries ha#e extra layers of ris8 to them 1ecauseexpatriates must adapt themsel#es to entirelyne44or8 en#ironments and lifestyles3 2hepossi1ility of failure is therefore higher than assignments 4ithin their home countries3 Failed expatriate postings are those that either are forced to end early or are deemedunsatisfactory 1y senior management3 Failure rates for such postings are generally accepted to#ary 1et4een *)J and