How Cultural Differences Affect International Human Resource Opertions

2626 Words Dec 31st, 2011 11 Pages
Introduction
This task was set to explore the importance of cultural differences and how they influence how people are valued within organisations operating on a global scale. While there is sufficient text on International Human Resources Management (IHRM), the matter of how organisations and HR are influenced by these cultural differences has not yet been sufficiently discussed. Therefore, the aim of this essay is to discuss how cultural differences have an impact on HRM on a global scale and how the processes of recruitment and selection and employee reward affect employees.
Through this discussion the following elements will be discussed: International Human Resource Management, how cultural differences influence organisations, how
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It could be said that there could be a globalised world where different cultural influences are coming into contact, interacting and forming hybrid forms of managing people, through a process of cross-vergence (Priem et al. 2000; Jackson 2002). Cross-vergence involves a number of difference movements towards developing a new method of managing in a global context.

Recruitment and selection and IHRM
Global business has been defined as “...the process of acquiring, deploying and retaining a global workforce in organisations with operations in different countries.” (Scullion & Collings 2006) Finding the right person, at the right time with the right skills is a task even in the home country. Estienne (1997) states that when recruiting an international mindset is comprised of a ‘willingness to learn’ and an ‘ability to adapt.’ Likewise, as Brewster et al (1999) stresses there is a need for “open and non-judgemental people interested in the ideas of other, capable of building relationships based on trust, and sensitive to the feelings of other.” HR will aim to globally seek these values out in their employees. Developing a global mindset allows companies to become truly transnational, and capable of using cultural diversity for competitive advantage.
Caligiuri (2000) argues that potential employees that show a high level of cultural openness to experience
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