Convergence and Divergence Debate over Ihrm Practices

My first hand encounter with Globalization that came from a project to standardize KPAs (Key Performance Area) for different roles within the HR function intended to bring uniformity in the appraisal process at offices spread across India, China, South Africa, and Philippines. My experiences made me ponder the complexities in bringing orderliness and uniformity in organizations spread over multiple locations. As we talk of ‘one world or none’, it is certain that any organization wanting to compete in the global market place will have no option but to globalize thereby creating a need for global leaders who can operate beyond the conventional norms of management, adapt to the changing international requirements seamlessly. And I look forward to be one of those global leaders within the organization who would be able to plan and direct the organization transformation into a global entity

The HRM policy of a firm is looked as a most important strength which needs to be taken care of all the time to have a competitive advantage within the industry they operating in. Multinational corporations (MNCs) seek to transfer their home-country human resource management (HRM) practices to their overseas subsidiary as to them it is just another approach towards globalisation. It can be an element of success for MNCs if they manage to transfer these HRM practices across their subsidiaries in an effective manner. An effective transition of these policies depends on the organisational, cultural, social and relational factors (Bartlett & Ghoshal 1998; Evans, Pucik & Barsoux 2002; Poedenphant 2002). The transition of these policies

They need to build integration among HR practices and strategies of its auxiliary firms in distinctive region with a specific end goal to accomplish general organizational targets. Then again, these associations additionally guarantee a critical level of adaptability in their IHRM procedure on the grounds that representatives from distinctive nations are sponsored by diverse cultures and social qualities. Adaptability impacts the workers' execution. Due to the strengths of globalization and the associations' interest to create and implement a worldwide methodology, International Human Resource Management (IHRM) is turning into an essential to accomplishment of the organizational. The essential distinction between domestic and global human resource administration is the knowledge and obligations

While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the

This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, design and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources Management strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.

The cross cultural management study about convergence and the most recent theory about crossvergence have been one of the important management argument. This has been a great impact to the businesses as they compete with the highly competitive global environment in supporting culture diversity to all stakeholders. As much as possible, company wanted to established a set of common values for the organization but this is difficult to achieve thus the next important action to take is to understand how these multiple values evolve, understand its commonality and the best way to manage it. According to Myloni (2004, cited in Dunn and Shome, 2009, p. 527), managers regardless of their cultural background should know how to adapt similar-looking value to meet business challenges.

In an increasingly globalized world economy, the aggravation of global competition, the most important factor of national competitiveness are highly qualified and motivated employees (Storey 2007). Gubman (1996) pointed out the three challenges for the organizations that will never change: first, the major mission of human resources is to gain, develop, retain talent; second, adjust the workforces with the business; lastly, a superlative contributor to the business. Moreover, human resource management is characterized by the fact that the staff seen as an important strategic resource for the organization, which requires investment, modernization, planning, staffing, training, etc. This paper will introduce an overall review of the International Human Resource Management (IHRM) theories and studies. The analyzed concepts and approaches will be applied to the case study about Yarden Mex chain of Mexican Grill Restaurants and its Subsidiaries. The paper will include definitions of Global Talent Management (GTM) and Global Diversity Management (GDM). In addition, the applied theories to the case study will generate suggestions.

Increased business globalization, emergence of new economic hubs like BRIC countries (Brazil, Russia, India and China) as well as more intense competition among organizations at the domestic and international level alike over the past two decades, have necessitated the need for studies in the comparative Human Resource Management (HRM) (Budhwar & Sparrow, 2002a). As a result, a growing number of conceptual (Aycan, 2005; Edwards & Kuruvilla, 2005) and empirical studies (Bae, Chen, & Lawler, 1998; Budhwar & Sparrow, 2002b; Easterby-Smith, Malina, & Yuan, 1995) have addressed the configuration of HRM in different

Abstract: Human Resource Management is fast gaining popularity and its importance is becoming unavoidable, this is due to the fact that Human Resource Management plays a huge role in the growth of any company irrespective of its size. Unfortunately it is yet to achieve global standards or strategy of operation; this can be attributed to the various differences between environmental factors, employment attitudes, cultural

Briscoe D., Schuler R., Tarique I., (2011). Internatonal Human Resource Management : Policies and Practices for Multinational Entreprise.

In the current age of globalization that is characterized by the intense competition among world corporations, strategic Human Resource Management (HRM) has become vital for the success of organizations. As a growing number of corporations around the world are turning into being multinational in nature, the workforce in such multinational corporations (MNCs) are increasingly becoming diverse, in regard to its cultural, economic, social, and personal attributes. As such, implementing a strategic approach in managing such diverse workforce is one of the pivotal roles of managers and administrators, in an attempt to put the interests of both employees and employers in the same direction (Kuo,

At a political and economic level, globalization is the process of denationalization of markets, politics and legal systems i.e. the use of the so-called global economy. Globalization refers to an extension beyond national borders of the same market forces that have operated for centuries at all levels of human economic activity (village markets, urban industries, or financial centres). It means that world trade and financial markets are becoming more integrated. Growing internationalization of business has its impact on HRM in terms of problems of unfamiliar laws, languages, practices, competitions, attitudes, management styles, work ethics etc. HR managers have a challenge to deal with more functions, more heterogeneous functions and more involvement in employee’s personal life.

To adapt to the today's learning based economy, the organization create and support human capital fit as a fiddle of aptitudes, knowledge, capabilities, states of mind and interpersonal connections to accomplish required competitive advantage. Minbaeva (2005) characterized human resource management Practices as “set of practices and formal procedures utilized by organization to oversee HR through reassuring the development of skills that are firm particular, produce complex social relations and create organizational knowledge to maintain competitive advantage.” The literature distinguished four distinctive ways to deal with create human resource management practices: universal or best practice perspective (Huselid, 1995); contingency perspective (Schuler, 1989); strategic human resource management practices perspective (Delery and Doty, 1996) and configuration perspective. The universalistic or best practice perspective is sounded as the worldwide and ordinarily seen human resource management practices. As indicated by survey of literature (Kundu, 2003) taking into account universalistic perspective and generally seen, the selection and compensation as human resource management practices are picked in the present

In this changing world, our global business theories and literature have implications toward the future. The future of this growth and success depends largely on the key component which is Human Resource Management. So, we as researchers hope to enlighten and inform you as employers the significance of an effective solution that both understands your employees and is beneficial to your company. That is why we offer our recommendations in the end of this article based on our findings.

In this paper I will discuss the stance McDonald’s takes towards companies going global. The chairman and chief executive officer, Michael R. Quinlan, discussed his standpoint at a conference in Chicago. I will use our text book, International Human Resources Management by Dowling, Festing, Engle Sr (Dowling, Festing, & Engle Sr, 2013) and Case 9.1 in the text (Advice for Companies Going Global, 1991).