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According to Cooke (2003), the current practices among UK MNC's leans more to a polycentric approach than a regiocentric staffing approach. Whichever approach is eventually chosen, the next issue that would come to mind would be effective recruitment and selection issues. There are three types of employees to be considered which are; employees from the parent company / home country who will be known as expatriates, employees from the host country and other employees who are neither from the home or host countries. According to Ferner (1997), the type of government policies and the nature of legal and labour market conditions in the host countries, plays a key role in influencing the strategies and policies of the MNC's by either encouraging or impeding certain industrial relations practices. For example, in a developing country, a host government may dictate hiring procedures, as in the case of Malaysia in the 1970s when the government made it mandatory for all foreign firms to provide additional employment for the indigenous Malays (Chew et al., 2004) and with the current policies in Saudi Arabia and the Philippines where indigenous employment quotas of 75 and 95 per cent have been imposed respectively.

The three types of employees mentioned must be incorporated into the HR strategy of the UK MNC, despite their advantages and disadvantages. Integrating these employees into the company's system and getting them to function across functional lines efficiently can be a challenge and daunting task and according to Ferner (1997), the first stage in the process is to establish the culture within the MNC and how this can be propagated within the global operations.

2.3 Innovative Programmes

Edgar et al's (2005) meta-analysis of 104 articles found that training and development, contingent pay and reward schemes, performance management (including appraisal) and careful recruitment and selection were the top-four HRM practice-level categories used by different researchers. These are seen to reflect the main objectives of most conceptualisations of a ‘strategic' HRM programme (Batt, 2000: 587) namely, to identify and recruit strong performers, provide them with the abilities and confidence to work effectively, monitor their progress towards the required performance targets, and reward them well for meeting or exceeding them

3. Conclusion

3.1 Discussion

Following an extensive literature survey and taking into account the proposed definition of innovative HRM practices, this study considered the relevance and effectiveness of a few of those practices which include: expatriate and redeployment policies, recruitment policies, compensation and reward, training and retraining policies, performance management and appraisal. Edgar et al's (2005) meta-analysis of 104 articles found that training and retraining, compensation and reward, performance management (including appraisal) and careful recruitment and selection were the top-four HR practice-level categories used by different researchers. These are seen to reflect th本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。