跨国公司在全球化的世界中扮演着多样化的角色，在论文代写价格-跨国公司在全球化下的人力资源政策的转变的研究中发现，由于欧洲和美国背景的本质差异，将本土业务从美国转移到英国等欧洲子公司并不是一个简单的过程。在多元化管理案例的实践中最引人注目的例子之一(Rose et al.， 2011)。一个案例研究在英国跨国公司在美国的业务描述转移政策的多样性管理实现在他们最好的,不完整,基本适应本地即使相关实践全面高度以及为全球企业价值,具体包括项目全球结构多样性的组织设计支持计划,在全球范围内设定目标、监控和培训多样性(Richards, 2010)。以子公司形式进入英国市场的公司将面临制度因素、东道国与母国之间的主导国、雇佣制度等诸多后果。人力资源政策的转变是在这种情况下必须做出的决定，也是管理者必须经历的一项重要任务。关于选定的组织，考虑的转移是关于培训和就业。报告提出了若干建议，例如在考虑扩大时应执行的政策转移的适当计划。
It was found however that transferring of home practices from US to European subsidiaries such as in UK, is not a straightforward process because of essential differences between the European and US context. One of the most noticed examples in the practices of diversity management case (Rose et al., 2011). A case study over operations of UK of MNCs in US depicts that the transferred policies of diversity management implementation were at their best, not complete and subjected to essential adaptation locally even when related practices were comprehensive highly as well as concrete inclusive of programs for global corporate value, global structures in the organization designed for supporting initiatives of diversity, globally setting target as well as monitoring and globally training diversities (Richards, 2010). Managers from subsidiaries have found to claim that the essential transferred policies features were obtained from opportunities as well as pressures to the business systems of America and did not accept diversity policies aspects based upon the EU and UK legislations, for instance, which prohibit discrimination of positive nature such as setting target for increasing women managers percentage or the distinctive local labour markets composition. Another area of essential differences between contexts of UK and US lies in the employee voice and involvement practice (Ramamurti et al., 2009). While channels of collective communication such as working councils for statutory claims and practices for collective bargaining have been institutionalized widely across UK, practices to use channels of direct communication with employees are mostly existing within US because of the inadequate legislation related to involvement of employees in the processes to make decisions for the management (Pudelko et al., 2007). There is evidence, however of wider variations between US MNCs with UK based subsidiaries in their European practices adoption and implementation depends upon sector or organization particular factors.