HUMAN RESOURCE MANAGEMENT IN A MULTINATIONAL COMPANY

Abstract

The article discusses modern approaches to the formation of human resource management systems in multinational companies, emphasising the importance of strategic personnel management in the context of increasing globalisation and cultural diversity within teams. It is determined that the human resource management system is designed to increase motivation so that employees clearly understand that they are valued and rewarded for their performance, qualifications and competence. At the same time, comfortable and productive relationships between managers and employees are formed and maintained on the basis of a team approach, and the management employees themselves become valuable and interested persons of the enterprise, ensuring the development of a climate of mutual trust and effective cooperation. The key components of an effective HR management system are analysed, in particular the implementation of situational leadership models, the development of employee motivation potential, the provision of fair remuneration, the maintenance of a comfortable psychological climate and the strengthening of mutual trust within the team. The importance of taking into account the individual and group characteristics of personnel, an ethical approach to management, and the adaptability of HR policy to changes in the external environment is emphasised. Special attention is paid to comparing hard and soft models of human resource management, their impact on the strategic effectiveness of the company, as well as the possibility of combining them to achieve a balance between employee performance and engagement. The specifics of personnel selection in a multinational environment are considered, the advantages and risks of hiring foreign specialists are presented, and geocentric, ethnocentric and polycentric approaches to personnel policy are analysed. The article highlights the peculiarities of using internal and external sources for personnel selection and emphasises the importance of combining traditional and non-traditional methods of evaluating candidates. It substantiates the need to adapt existing approaches and develop new selection tools that take into account national and cultural diversity and the specifics of the company's international operations. It is concluded that strategic human resource management is a key factor in achieving the company's competitiveness and realising its mission in a multinational context.