Week 10 Assignment – Company Presentation
Overview
For this final assignment, imagine that you are an HR manager on an HRM planning committee for your selected multinational corporation (The Coca-Cola Firm) . You are required to present to upper management concerns related to global human resources matters.You have compiled data about three of those concerns in previous assignments, but you need to add two more elements to the presentation.The VP of human resource management has asked you to present a PowerPoint presentation to upper management to discuss your findings. These include:
Culture in a global environment.

Performance management systems.

Training to improve expatriate performance.
In addition to presenting data of the previous assignments, the vice president of human resource management also wants you to discuss a compensation strategy that would support international operations in your company and to identify two or three key strategies your company could use to enhance ethical behavior, labor relations, and work conditions.Instructions
Create a 10–15 slide PowerPoint in which you:
Address concerns from prior assignment feedback.
Summarize what you have learned about blending different cultures in a global corporation.
Summarize the factors of a performance management system for a global corporation.

Outline a training plan for employees on international assignments. 
Include training for pre-assignment, during the assignment, and post-assignment.
Recommend compensation strategies that support international operations.
Recommend 2–3 strategies that enhance ethics, labor relations, and work conditions.

Create a presentation that includes strategies to address compensation, ethics, labor relations, and work conditions for a given company.
Running head: THE COCA- COLA FIRM
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The Coca-Cola Firm
Zoha Khan
BUS 325
8/12/2022
THE COCA- COLA FIRM
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The Coca-Cola Firm
Variables to be addressed and their analysis
Coca-Cola should address the five variables in an expatriate performance management
system: cultural adjustment, career development, headquarter support, performance evaluation
and host environment. Cultural adjustment entails how firms adjust to cultures within their
operations. Coca-Cola operates in more than 200 countries. Thus it relies on the global
community (Scheufele, 2017). Being open to new cultures moulds different working groups that
can generate abundant growth within firms. Working groups become more globalized to
integrate diverse perspectives that upturn productivity and creativity within global markets. The
failure of an expatriate to recognize the living conditions and cultures of a foreign country can
lead to low motivation levels, which is costly for the Coca-Cola firm. Before the firm sends an
expatriate to a foreign country, they must evaluate whether their stay will affect their
performance or not. Ideally, Coca-Cola should ensure their expatriates conduct pre-visits to the
concerned countries to assess whether living conditions are satisfactory. With the cultural
adjustment, collaborative working, development of courage and partaking of risks and ownership
of goals are guaranteed, leading to the successful accomplishment of assigned work.
Another variable is career development. All elevated working experiences are coupled
with opportunities that improve workers’ positions in the firm. While the Coca-Cola firm accords
its employees’ respect and appreciation for their work, they must provide ongoing learning
opportunities. For instance, they can develop a dynamic occupation model that profoundly
embeds the culture of growth so that they can grow from within. Internally, Coca-Cola
University can offer occasional physical and virtual training and workshops where workers are
taught skills that develop and improve their skills in business fields within Coca-Cola.
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Moreover, the establishment of a reward system could be fruitful. Here, team achievement and
regular feedback are given more focus. The basing of Coca–Cola employees’ performance on
their abilities and skills rather than their professional titles will provide them with freedom and a
sense of appreciation.
Coca-Cola headquarters are located in Atlanta, Georgia. The corporation operates more
than 2,800 merchandise in approximately 200 countries (Tikkanen, 2022). For Coca-Cola’s
global success, its headquarters must establish initiatives that can successfully exploit uncovered
opportunities, exploit economies of scale and devise strategies to share valued knowledge to
facilitate the cross-selling of its products. The Coca-Cola headquarters can offer support in three
ways; hearing to help, relieving headaches and thinking like clients. To effectively contribute to
its franchises, headquarter executives must comprehend how their local operations operate by
giving them an ear and facing reality. During their fly-in visits, headquarter executives can take
time to talk to customers and frontline individuals to have an actual picture of reality on the
ground. For value addition, they also have to put the needs of their subsidiaries at the topmost
agenda. Lastly, headquarters executives can relieve subsidiary managers’ headquarters, aiding
them in developing plans and availing themselves for situations needing higher rank individuals
like the signing of permits.
Performance evaluation is another variable. When recruiting its expatriates, Coca-Cola
considers assignment durations, living conditions, spousal adjustment, and career growth (Study
Corgi, 2020). The firm further considers how meticulous, emotional, stable and tolerant the
expatriates are, which ensures they choose the best candidates. Coca-Cola should thus gauge the
value added by employees by looking at their management skills. A good expatriate should
illustrate strong relationship skills that will aid them in developing good relations with their
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headquarters and host countries. With such ties, their assignments become more productive. Selfesteem is also crucial as it helps workers attain new attitudes and behavioural patterns suitable
for their foreign tasks. Finally, adaptation to the host environment determines a firm’s
performance. Some people perform dismally in novice environments.
Nonetheless, suitable expatriates should perform even in the strangest working conditions (Bhat,
2020). Coca-Cola can ensure that its employees are adequately informed of market labour
regulations to save them from legal constraints. Additionally, it should delve into family, gender
and household systems that mainly guide societal rules and norms to facilitate the operation of
their workers and subsidiaries.
Performance evaluation for expatriates
Performance evaluation for expatriates is challenging compared to the traditional
performance management system. First, the evaluation method lacks standardization. There is
little consistency in the documentation process when it comes to performance. Most managers
lack knowledge on rating scales, while employees fail to get input on how to do their appraisal
sheets properly. Secondly, the evaluation exercise in Coca-Cola is mainly done once a year,
which delays the feedback on employee performance, and thus their opportunity to improve their
performance. Lastly, most expatriates tend to think that performance evaluation is biased.
Sometimes, evaluation ratings are subject to a reviewer’s favouritism and whims without
considering expatriates’ potential or performance. Therefore, it is challenging for firms to
convince workers that their evaluation will be equal and fair. Due to this bias, most workers fail
to perform to the best of their ability.
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References
Bhat, A. (2020). Performance evaluation- definition, method, survey questions and example.
Question Pro.
Corgi, S. (2020, October 7). Coca-Cola: International Human Resource Management. Study
Corgi.
Scheufele, P. (2017, October). Assessment of coca-cola HR process regarding current trends.
Research-Gate.
Tikkanen, A. (2022, August 12). The Coca-Cola Company. Britannica.

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