IHRM Group Field Report Parts 5 and 6

IHRM Group Field Report Parts 5 and 6 - IHRM Critique (5)...

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IHRM Critique (5) “As custodians of the [adidas corporate] culture” (Department Human Resources), domestic and international human resources focus on consistency. adidas’ performance appraisals, for instance, is a consistent generalized employee review regardless of location. However, performance appraisals are difficult to translate into a different environment, and its purposes can essentially be literally lost in translation. Also, the use of a standardized employee review ignores cultural differences as well as Hofstede scores. adidas partakes in a hybrid organizational structure of centralization and decentralization. For example, the company is organized in brand-specific divisions: adidas, Reebok, or Taylor Made. According to Paul Argenti, author of Digital Strategies, these specific divisions “are all decentralized, [with] each having their own leaders and brand identity, [while global operations] is a centralized cluster of functions: coordination, logistics, and supplier relations.” This combination approach benefits the
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IHRM Group Field Report Parts 5 and 6 - IHRM Critique (5)...

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