International Human Resource Management A Literature Review - Free Essay Example

Sample details Pages: 8 Words: 2430 Downloads: 9 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? Due to globalization, the economy around the world has been largely integrated. Many corporations are expanding their markets into regions or other countries they have never touched before. These corporations are experiencing an evolutionary stage: internationalization. Don’t waste time! Our writers will create an original "International Human Resource Management: A Literature Review" essay for you Create order It is clear that effective human resource management of an organization is the major competitive advantage and may even be the most important determinant of organizational performance. Thus, in order to survive in the crucial global economic market, a multinational corporation (MNC) mainly relies on the capability of its international human resource management (IHRM) during the internationalization process. In other words, it is the IHRMs responsibility to enable the MNCs to be successful globally. Over the past several decades, practitioners and scholars have devoted great effort to explore the field of IHRM and there have developed thousands of literatures which support the notion that international human resource management is increasingly an important topic. Most of their focus has been on IHRM issues in MNCs. Further, much of the literature deals specifically with managing expatriates (Napier, 1998).This literature review is divided into five parts. First part provides a brie f introduction of the IHRM definition. In the second part, reasons for the increasing importance of IHRM are explained. Then, the author introduces strategic IHRM and an integrative framework of Strategic IHRM in MNCs Definition of International Human Resource Management (IHRM) What is IHRM? Actually, it is not easy to provide a precise definition of international human resource management (IHRM) because the responsibility of an HR manger in a multinational corporation (MNC) varies from one firm to another. Generally speaking, IHRM is the effective utilization of human resources in a corporation in an international environment. Scullion (1995: p352) defined IHRM as the HRM issues and problems arising from the internationalization of business, and the HRM strategies, policies and practices which firms pursue in response to the internationalization of business. In most studies, the term IHRM has traditionally focused on expatriation (Brewster and Harris, 1999). However, IHRM covers a far wider spectrum than expatriation management. Four major activities essentially concerned with IHRM were recruitment and selection, training and development, compensation and repatriation of expatriates (Welch, 1994). Iles (1995) also identifies four key areas in IHRM as recruitment and selection, training and development, managing multicultural teams and international diversity and performance management. From the perspective of worldwide people management, Hendry (1994) points out three main issues in IHRM: 1) expatriation management and development; 2) the management internationalization through the whole organization; 3) creating a corporate culture to internationalize the corporation to fulfill the increasing need of inter-cultural interactions of doing business abroad and in home country. Recent definitions concern IHRM with activities of how MNCs manage their geographically decentralized employees in order to develop their HR resources for competitive advantage, both locally and globally. The role and functions of IHRM, the relationship between subsidiaries and headquarters, and the policies and practices are considered in this more strategic approach. Dowling, Schuler and Welch define IHRM as a collection of policies and practices that a multinational enterprise uses to manage local and non-local employees it has in countries other than their home countries (Dowling et al., 1993: p2). Due to the development of globalization, new challenges occur and increase the complexity of managing MNCs. IHRM is seen as a key role to balance the need for coordinating and controlling oversea subsidiaries, and the need to adapt to local environments. Therefore, the definition of IHRM has extended to management localization, international coordination, and the development of global leadership, etc. (Gregerson et al., 1998; Scullion and Starkey, 2000). To sum up, IHRM should not become a description of fragmented responses to distinctive national problems nor about the copying of HRM practices, as many of these practices suit national cultures and institutions. Indeed, issues of concern in IHRM are those of consistency or standardization within diverse social and cultural environments (Nankervis, Compton Baird, 2002). Reasons for growing importance of IHRM In order to explore the field of IHRM, it is important to understand why there is gradual increase of interest in International Human Resource Management. IHRM is of great importance at present for a number of reasons: Recent years have witnessed the rapid growth of globalization and international competition. The multinational corporations (MNCs) have increased in number and significance, which contributing to the growing importance of the international role of human resource management (Black et al., 2000). It has been increasingly recognized that the effectiveness of human resource management is one of the major factors to determine the success or failure of international business. There is also recognition that the quality of management in international operations seems to be more critical than in domestic operations (Black et al., 1999; Harris et al., 2003). A growing shortage of managers with international exposure and experience is becoming an increasing deficiency which affects a companys corporate efforts to expand abroad. Meanwhile, the emerging markets require managers with distinctive competence and context-specific knowledge of how to do business successfully in countries which are both culturally and economically distantly. Thus, a larger role for IHRM activities in multinational corporations is assigned (Black and Gregersen, 1999; Morgan et al., 2003). The failure in international business arena is often costly both in human and financial terms, and is proved to be more severe than that in domestic business. Companies need to take precautionary measures to train and compensate human resources. This makes a full-fledged IHRM necessary (Dowling et al., 1999). HR strategy plays a significant role in the control and implementation in MNCs. It is not difficult to determine which strategy to pursue for a MNC in an internationalizing environment. What challenges is how to implement these strategies to be successful. Developing unique or ganizational cultures is of far more importance than structural innovations in any global or transnational strategy. To this extent, IHRM strategy becomes the crucial determinant of the implementation and success of the MNC strategy (Bartlett and Ghoshal, 1998). The complex nature of HRM problems involving in global environment is underestimated by some companies. Poor management of human resource often results in business failures in international business. Expatriate performance failure or underperformance continues to be problematic for IHRM in many international corporations (Dowling et al. 1994). Strategic IHRM Under the global context, understanding how multinational Corporations (MNCs) can operate more effectively becomes more important than ever. This links a MNC with the need of an internationalized strategy which can direct its subsidiaries operation not only in the home country, but also in different parts of the world. There are several reasons to develop IHRM strategy: 1) at any level, HRM is important to strategy implementation (Hamel Prahalad, 1986; Schuler and Jackson 2001); 2)major strategic components of multinational enterprises have a major influence on international management issues, functions, and policies and practices(Edstrom and Galbraith, 1977; Robers et al., 1998); 3) the attainment of the concerns and goals of MNCs can be influenced by many of these characteristics of IHRM (Kobrin, 1992); 4) the study of IHRM is challenging and important because there are a wide variety of factors making the relationship between MNCs and IHRM complex(Bartlett and Goshal, 1998, 200 0; Dowling et al., 1999). Schuler et al. (1993) define strategic IHRM as human resource management issues, functions and policies and practices that result from the strategic activities of multinational enterprises and that impact the international concerns and goals of those enterprises(P422). They developed a model (see figure 1.) to examine the field of Strategic IHRM. The model shows the linkage of important elements connected with IHRM, the importance of integration and differentiation of these elements. Exogenous Factors Industry Characteristics Country/ Regional Characteristics MNC Concerns and Goals Competitiveness Efficiency Responsiveness Flexibility Transfer of Knowledge and learning SIHRM Issues Interunit Linkages -control/ variety Internal Operations Local sensitivity / Strategic fit SIHRM Function Orientation Resources Location Strategic MNC Components Interunit Linkages Internal Operations SIHRM Policies/ Practices Staffing Appraising Compensating Developing Endogenous Factors Structure of International operations Headquarters international orientation Competitive Strategy Experience in Managing International Operations Figure 1. Integrative framework of Strategic IHRM in MNCs In the model, two major strategic components of MNCs that influence Strategic IHRM are pointed out: interunit linkages and internal operations. Regarding interunit linkages, multinational enterprises are concerned with how to effective operate their various world-wide operating units. In particular, the key objectives appear to be how these operating units are to be differentiated and integrated, controlled and coordinated. For strategic IHRM, the issues associated with integrating and coordinating an MNCs units represent a major influence on strategic IHRM issues, policies and practices (Schuler et al., 1993). With respect to internal operations, they require the same attention as the linkage of the units, since they all influence MNC effectiveness. Each unit has to be operated as effectively as possible relative to the competitive strategy of the MNC and the unit itself (Schuler et al., 2002). It has been argued that the success of strategic IHRM in a MNC is largely influenced by the quality of it human resources and how effectively the corporations employees are managed (Bartlett and Goshal, 1992). There are three approaches which describe how multinational companies manage the human resources and their overseas subsidiaries: ethnocentric, polycentric and geocentric. Eethnocentric Approach This practice usually happens in the early stage of a firms internationalization involvement. With this approach, strategic decisions are all made by the headquarters and the management practices are transferred to the subsidiaries. Most important positions are filled by parent-country nationals (PCNs).As a result, little autonomy is given to overseas operating units. During this stage, home country expatriates exercise tight control. Polycentric Approach When the strategy becomes polycentric, there is a marked decline in the number of PCNs sending abroad and their role changes into communication and coordination of strategic objectives. Host-country nationals (HCNs) are recruited to manage the operating units in their own country because local managers know more about the local circumstances and are more familiar with local business ethics. More autonomy is given to local managers to develop their own management practices appropriate for the subsidiary. Geocentric Approach This approach relates most closely to the global or transnational strategy. Selection of employees is based on competency rather than nationality. The best of headquarter and local practices are combined by MNCs in order to come up with a global-implemented HR strategy. Most MNCs take the IHRM strategy as a guideline and implement it locally. It is therefore the HR managers responsibilities to provide the proper international HR strategy to prepare and manage the employees in their home country or an international assignment. IHRM and Culture Different cultures of various countries and MNCs are one of the most important and difficult challenges to the conduct of IHRM. National and organizational cultures differentiate from one country and firm from those of another. Often these differences clash when companies conduct business in multinational environment. Cultural differences across countries can influence people in their work environment (Harzing Ruysseveldt, 2004). Hofstede (1984) defines culture as collective programming of the mind which distinguishes the members of one human group from another (Hofstede, 1984: P21). It is important to understand peoples different cultural backgrounds to be able to identify the consequences for international management. According to Medich (1995), culture is a crucial variable in international assignments and should be included in international management practices (Medich, 1995). As it is claimed by Briscoe and Schuler (2004) that knowledge about and competency in working with country and company cultures is the most important issue impacting the success of international business activity (Briscoe and Schuler, 2004: P114), understanding various values, beliefs and behaviors of people are essential aspects of success for doing business internationally. Understanding Culture as Layers of Meaning The multiple layers of meaning of culture are one of the complexities that make it so difficult to manage. There are a large number of readily observable characteristics (such as food, art, clothing, greetings and historical landmarks) that differ obviously from other countries or operations. Sometimes these are referred as manifestations of underlying values and assumptions which are much less obvious. One way to understand this complexity is explained by the layers of culture model (see Figure 2). The model represents culture as a series of layers. Moving from outside to inside, each layer represents less and less explicit values and assumptions while the values and assumptions become more important in determining the attitudes and behaviors. Surface Culture Hidden Culture Invisible Culture Figure 2. Model of Culture Layers The outermost layer, which is called the surface layer, corresponds to readily visible values and assumptions, like dress, body language and food. The middle layer or the hidden culture layer corresponds to religions, values and philosophies concerning for example what is right and wrong. The invisible layer at the core represents one cultures universal truths, which is most difficult for foreigners to understand (Briscoe Schuler, 2004). According to Harzing and Ruysseveldt (2004) there exist different cultural dimension among different cultures. These cultural dimensions have been identified and one frequently cited work from a well-known researcher within this cultural dimension field is Geert Hofstede. Hofstedes cultural dimensions Hofstede have identified five cultural dimensions for which each country could be classified in. These five dimensions are power distance, uncertainty avoidance, individualism versus collectivism, masculinity versus femininity, and long-term versus short-term orientation (Hofstede, 2001). Power distance indicates the level of inequality in institutions and organizations. A country with large power distance is characterized by formal hierarchies and by subordinates who have little influence in their own work and where the boss have total authority. Uncertainty avoidance focuses on the level in which people in a certain country tolerate uncertainty and ambiguity within the society. High uncertainty indicates that the country has a low tolerance for uncertainty and ambiguity. This will inevitably create a society which is rule-oriented, which institutes laws, regulations and controls to diminish the amount of uncertainty (Hofstede, 1984). Individualism versus collectivism refers to the degree where people prefer to take care of themselves, and making their own decisions rather than being bound to groups or families. A highly individualistic society consists of usually impersonal and loose relationships between individuals, while a low individualistic society has more tight relationships between individuals, hence referred to as collectivism by Hofstede (1984). The masculinity versus femininity dimension describes if a culture are bound towards values that are seen as more similar to womens or mens values. Masculinity is characterized by stereotype adjectives such as assertiveness and competitive, while the femininity is characterized by modesty and sensitivity. A high masculinity ranking indicates the country experiences a high degree of gender differences, usually favoring men rather than women. The fifth and last cultural dimension is long-term versus short-term orientation. A long-term oriented society emphasize on building a future oriented perspective in contrast to the short-term oriented society which values the present and past (Hofstede, 2001).

Essay on Franklin Delano Roosevelt Leader of the Free World

â€Å"Franklin Delano Roosevelt: Leader of the Free World† Few presidents live up to the name â€Å"Leader of the Free World.† Franklin Delano Roosevelt embodied that title, both in action and in beliefs. Roosevelt’s work to fix the economy, provide employment to young men, and his involvement in World War II has shaped the United States into what it is today. The 1920s, called the â€Å"Roaring Twenties,† was a time of prolonged economic prosperity. That all ended in 1929, with the Stock Market Crash. This crash effectively ended the prosperity we experienced, and began a decade of high unemployment, poverty, deflation, and plunging incomes across the board. These circumstances led the American people to become distrustful and generally disillusioned†¦show more content†¦To fight this, Roosevelt enacted many wide reaching policies and acts that would be known as the New Deal. In his first term, he wasted no time in enacting immediate relief measures. In what would be known as the â€Å"first 100 days,† R oosevelt sent a record number of bills through Congress. With Democrats controlling the House of Representatives and Senate, FDR was able to pass most of his acts and proposals through Congress unmolested. With his inauguration marred by a banking crisis, he inspired many people to trust him by uttering one phrase, â€Å"The only thing we have to fear is fear itself.† It was his assumption that the banking crisis was rooted in the American’s lack of confidence in the market. Calling an emergency session, Roosevelt was able to pass the â€Å"Emergency Banking Act† and the â€Å"Glass-Steagall† act (which created the Federal Deposit Insurance Corporation). These bills focused on restoring the public’s confidence in banks and the economy. With the banking crisis recovering, Roosevelt’s next priority was to solve the unemployment and returning veterans problems. In 1933, the Civilian Conservation Corps was created. It was formed with the purpose of employing young men, veterans, and minorities to work to preserve national monuments, develop natural resources, and save the nation’s forests. By July 1st, 1933, there were 1,463 camps working with over 250,000 men employed, including 28,000 veterans and 14,000 Native Americans. Providing jobs toShow MoreRelatedEssay on Franklin D. Roosevelt: an Influential Leader1333 Words   |  6 PagesFranklin D. Roosevelt: An Influential Leader Franklin Delano Roosevelt (FDR) was a man of unusual charm and great optimism, which he was able to communicate to others. He had a broad smile and was a charismatic optimist whose confidence helped sustain the nation through its darkest moments during crisis like the Great Depression and World War II. He became one of the most beloved of U.S. presidents for four terms in office. But beneath his outward friendliness was an inner reserve andRead More Franklin D. 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Unbundled Business Models Arm’s Focus on IP Free Essays

This is my first not-technical blog post more towards the business side which I know very little about but still worth trying. I will be discussing the â€Å"unbundled business model† and why ARM is focusing only on designing IP cores. I came across the term unbundled business model in a book called â€Å"Business model generation† by Alexander OsterWalder and Yves Pigneur. We will write a custom essay sample on Unbundled Business Models: Arm’s Focus on IP or any similar topic only for you Order Now Which is a fantastic book and they really take the reader through the entire planning process of a business or business model generation. As most electronic engineers will be aware, ARM holdings which stands for Advanced RISC Machines (Acorn RISC Machines at time of foundation) is a British Intellectual Property licensing company. So basically they license their proprietary processor cores to semiconductor companies like Apple, texas instruments, Freescale, Qualcomm, NVIDIA etc. These cores are specifically popular in mobile computing because of their low power consumption characteristics. In fact almost all of the recent smart phone processors are based on an ARM core. Err I guess we are diverting to electronics again, coming back to the company. So the company has a unique business model, unlike other semiconductor companies like Intel or microchip who design and manufacture their processors. ARM is specialized in designing the barebones of the processor, the core (which technically is a bunch of hardware synthesis files containing thousands of lines of Verilog code, or any other language) and gives out this code to semiconductor companies to let them manufacture their own customized processor. Unbundling Business Models: The term â€Å"unbundled corporation† was coined by John Hagel and Marc Singer and it suggests that there are three types of businesses: Customer Relationship businesses, product innovation businesses and Infrastructure businesses. These sectors require different skill sets are separate entities of a corporation or ideally a separate business itself. The role of Customer Relationship business is acquiring customer and building relationships with them. Similarly product innovation businesses are involved in development of new products and services, while the role of infrastructure businesses is to manage the platform for high volume, repetitive tasks like assembly lines, logistics etc. ARM can be effectively placed into the product innovation category; they are focused on development of their IP cores for which they are well-known for. This keeps the company’s operations aligned with the target which is to build low-power high performance cores. Their business is centered on engineers, talented and creative minds which design their products and keep them ahead of the competition. Customers are not their focus, well at least not directly, customer relationship are taken care at multiple levels by the chip manufacturer, the equipment manufacturer and then the end-user company. This is a win-win situation as the result is a better product and customer satisfaction. Another company which recently unbundled the business is Dell Inc. hich shifted its focus from manufacturing to customer relationship and marketing. Reason being contract manufacturers like Clevo produce computers more cheaply as their entire focus is on finding efficiencies in manufacturing. This means Dell can focus on the brand and building customer relationship which is a much more robust business plan. It is the basic question â€Å"What business are we in? † and finding what is the key business activity. If we try to manage activities across too broad a waterfront, we run a risk of losing our edge across more and more of his waterfront. The business model has worked out well for ARM and in year 2010, 6. 1 billion ARM based chips were sold. ARM’s goal is to have ARM-based processors in more than half of all tablets, mini-notebooks and other mobile PCs sold by 2015. Leave your comments below about what you think about the ARM business model and by the way check out my project Portoscope an open source mini oscilloscope, it runs on an ARM based processor How to cite Unbundled Business Models: Arm’s Focus on IP, Papers

Justice in the Movie Law Abiding Citizen Essay Example For Students

Justice in the Movie Law Abiding Citizen Essay Humans are vengeful in nature. It is natural, instinctive, something that simply comes naturally for us. From small conflicts to great wars that ultimately cause harm or lead to the death of people, it can be rooted from different reasons but in most cases, it is for revenge or vengeance. But there’s always a reason, a catalyst that will instigate this desire for vengeance. There is even a saying â€Å"an eye for an eye, a tooth for a tooth,† which simply means giving back what was given to you or getting even. But at present times where the society is ruled by a justice system, this kind of thinking simply won’t do. In the movie â€Å"Law Abiding Citizen,† two prominent forms of justice were shown. One being the legal process the suspects, namely Clarence James Darby and Rupert Ames had undergone after the crime they committed and the second one, Clyde Shelton exacting revenge to the suspects and to those who were involved in the case, may it be directly or indirectly. The first one can be labeled under legalized revenge. It is a form of retribution permitted by the law and the laws limit the powers of those who apprehend and punish criminals. The neutral party will serve as the intermediary between the victim and the transgressor. By using an impartial body and removing personal biases, appropriate punishment would be given and would exact the revenge for the victim thus preventing escalation. As it is, in the movie, it didn’t stop there. By relying on the justice system, Shelton put his belief that the suspects would be put behind the bars. Yes, it used an impartial body and punishment was given but the problem lies on the different arithmetic perceived by Shelton and the prosecutor, Nick Rice. Rice struck a deal with Darby that if he testifies against Ames he would receive a lesser charge while Ames would get the death row. For Rice, convicting at least one of them is enough while the other served his shortened sentence but Shelton felt betrayed by Nick’s actions and pleaded to at least try to convict both of them for Darby is the primary suspect and Ames was merely an accomplice. This series of events lead to Shelton losing his trust to the justice system and putting matters into his own hands. After ten years, Shelton put his plan into action starting on Ames then on Darby and Darby’s attorney, Bill Reynolds. He also didn’t pass up Rice’s daughter by sending a snuff film of Darby’s death. Fueled by his desire for revenge and the collapse of the corrupt justice system, Shelton left numerous deaths on his wake. Shelton’s desire for revenge was brought forth by the inability of the justice system to sustain his pleads for justice. By failing to do this, the justice system’s goal to prevent escalation of the situation was not met. Through Shelton’s direct involvement and without the use of impartial body, it is no longer a legalized revenge but only mere revenge. It can be labeled under this for Shelton’s intentions are personal and arbitrary. His actions were ruled by passion and his desire for revenge for what happened to his wife and daughter. This can be seen through his premeditated murders. After killing Ames and Darby, he still continued to kill innocent people. After killing his family’s killers he sought to bring down the corrupt justice system by planning to bomb the city hall where the leaders were having a meeting. He was emotionally-driven to do this after what happened to him and his family. .u4633950eee681cd47f734e948e0ff66d , .u4633950eee681cd47f734e948e0ff66d .postImageUrl , .u4633950eee681cd47f734e948e0ff66d .centered-text-area { min-height: 80px; position: relative; } .u4633950eee681cd47f734e948e0ff66d , .u4633950eee681cd47f734e948e0ff66d:hover , .u4633950eee681cd47f734e948e0ff66d:visited , .u4633950eee681cd47f734e948e0ff66d:active { border:0!important; } .u4633950eee681cd47f734e948e0ff66d .clearfix:after { content: ""; display: table; clear: both; } .u4633950eee681cd47f734e948e0ff66d { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u4633950eee681cd47f734e948e0ff66d:active , .u4633950eee681cd47f734e948e0ff66d:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u4633950eee681cd47f734e948e0ff66d .centered-text-area { width: 100%; position: relative ; } .u4633950eee681cd47f734e948e0ff66d .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u4633950eee681cd47f734e948e0ff66d .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u4633950eee681cd47f734e948e0ff66d .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u4633950eee681cd47f734e948e0ff66d:hover .ctaButton { background-color: #34495E!important; } .u4633950eee681cd47f734e948e0ff66d .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u4633950eee681cd47f734e948e0ff66d .u4633950eee681cd47f734e948e0ff66d-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u4633950eee681cd47f734e948e0ff66d:after { content: ""; display: block; clear: both; } READ: Gender Roles in the 2000 Film Billy Elloit EssayShelton’s inability to forgive and forget was also shown in the movie. Despite receiving the sentences of his family’s killers, over the years he still aim to exact revenge on Darby and Ames on his own personal way. The time and money consumed can be clearly seen by how intricate and meticulous his murders were. Large amount of money and time would be needed to gather the materials, chemicals, machinery, etc. he used for his murders. â€Å"Remembrance is unquestionably a form of revenge,† according to Jacoby. After ten years, instead of moving on he planned for the demise of his enemies. Quoting Susan Jacoby, â€Å"Laws may, of course, be unjust even though they are not founded on personal enmity. † This implies that there are cases where situations like this are simply inevitable. By failing to convict a suspect the justice system fails to balance and equalize things as well as failing to nullify the effects of the crime. Just like what happened in the movie. By having his case under a corrupt criminal justice system and having his lawyer strike a deal with a criminal, Shelton’s action may not be unfounded though his numerous killings is certainly unnecessary. From what Robert Solomon said, â€Å"Vengeance is the original meaning of justice. † From the olden days and throughout most of the history, the focus of justice is more concerned with the punishment of crimes and balancing of the wrongs and also the concept of â€Å"getting even. † Rooting from this, revenge is also a notion of justice. Though some of us have misconstrued ideas about revenge such as it being associated with words like bad, violent, irrational, etc. , it is not that different with retribution. They are virtually synonymous. Retribution is the punishment given by the state or the government. It seeks to balance restraint and impulse. Retribution is similar to the concept of legalized revenge explained before. To put it simply when you break the law, the punishment given serves as the â€Å"revenge† of the state to the transgressor. Legalized revenge and mere revenge may be rooted from the same concept but the means to achieve their goal is different. Legalized revenge aims for the common good and the social order in the society.