International Human Resource Management: Determining the Strategies for Effective Cross-Cultural Training

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

Borders are no longer restrictive and companies are not constrained by the physical boundaries of the countries where they are located. Many companies would stretch across borders and choose to build innovative and competitive global workforces. With the increase of global and interconnected work environment, the connectivity among workers across the world will increase. This will increase the personal, organizational and economic links among workers globally. As business will lose a “typical” worker identity, the new persona of the global workforce will offer new challenges for HR managers to understand the underlying drivers and to adapt to the needs of diverse workforce in terms of age, gender, religion and ethnicity. The ability of HR managers in managing the new demographic profile of that workforce will impact the business a

To be able to cope with complex challenges in global competition nowadays, human resources management has to be able to work with cross cultural management, leadership, organizational cultures, and others (Evans, Pucik & Barsoux, 2011, p.34).

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.

The international human resource management models developed in the last decade pursues a contextual analysis of the standardization (global integration) of multinational parent companies' human resource management policies and practices and localization (local differentiation) of host countries

So, Human Resource Management has become one of the most discussed approaches to the practice and analysis of the employment relationship in world market economies. Whether the perspective is supportive or critical, the idea that a reformulated relationship between management and employees is occurring has taken hold to a considerable degree. There’s no doubt that the world as we know it is rapidly changing. As part of an organization then, HRM must be prepared to deal with the

In the modern world, every organization and/or business carries out their business in several countries. Multi-national companies will and can adopt different strategies through the people, their employees. The ethical challenges, political and instabilities in the economy, and globalization are issues that are also faced by today business firms are what Human Resource management is all about. In this diversity of Human Resources Management (HRM), the organizations adopt the practices and policies according to the environment and culture.

Therefore, the HR manager needs to collaborate with other operational managers to understand the success criteria and improve business results. The strategic approach to HRM implemented should be capable of creating a competitive advantage through the company’s most valued asset which is human skills. The two important factors organisations need to pay attention to while considering International strategy are cost efficiency and customisation. International Strategy is further subdivided into three segments based on the nature of the market – Global (Ethnocentric Orientation - uses uniform strategies across all business), Transnational (Geocentric view – Global strategies on major corporate issues but permits business unit develop local strategies on other issues) and Multidomestic Strategies (Polycentric orientation - Produces a diverse mix of strategies to adapt and meet needs of each business) (Stone, 2014).

International Human Resources Management (IHRM) definitions are wide-ranging and for some, IHRM issues explore aspects of Human Resources Management (HRM) in Multinational Enterprises (MNE)’s (Briscoe 1995) while others ‘strategic international human resource management (SHRM) is no more than the application of SHRM to the international or global business context’ (Nankervis, Compton & Baird 2002, p.617). Much IHRM work has focused on the areas of international staffing and management development, however, IHRM should not neglect many related areas (Rowley & Benson 2002). Another approach focuses on comparative industrial relations (IR) and HRM, where attempts are made to describe, compare, and analyse HRM systems and

In recent years due to the factors like globalization and removal of trade restrictions have created fierce competition in domestic market for the well-established domestic firms. So, this competition has encouraged many domestic producers to enter into the international business through exporting their product to the different parts of the world or licensing or joint ventures to gain higher profit. By following the paths of international business may encounter the new challenges that are associated with international human resource management. International human resource management is the set of distinct activities, functions and processes which are used by MNC’s to attract, develop and maintain their human resources. (Taylor et al, 1996) The IHRM mainly deals with six core activities. They are recruitment and selection, training, career development, compensation, performance management and employee relation management.

The rapid growth of internationalisation and global competition in recent years has created a significant increase in the number of Multi-National Corporations (MNC’s), which in turn created the need for International Human Resource Management (IHRM) roles (Scullion, 2001). Human resource management is progressively becoming a major factor that can determine the success or failure of MNC’s. Scullion (2001) concluded that HR strategies play a vital role in implementation and control in MNC’s, and alignment between HR strategies and the organisational structure of MNC’s often results in superior outcomes. In order to strive, human resources must be managed effectively to gain a competitive edge in the global market place, and to overcome the seemingly inexorable challenges that globalization precipitates. This essay presents an overview of the challenges faced by HR managers in a global setting, and evidences that the current permutation of HRM is not adequate to meet the critical challenges of tomorrow. BRIEFLY OUTLINE BODIES OF TEXT

Along with the trend of globalization, multinational organizations (henceforth MNCs) seek for appropriate human resource management (henceforth HRM) strategies to address and fulfill the needs for global efficiency, national responsiveness

Companies at home and abroad compete, not only to become bigger and even better, but employ the best labor force available. Some companies will even take extreme measures in order to be successful, and remain competitive. Global business offers companies to seek out and find the best employees available, even if this means hiring outside of their own country. Human Resource Management (HRM) continues to become more complex, as they try to keep up with the changing laws of every countries government, as well as developing competitive salary packages and training plans for new employees’, as well as their current employees. Moreover, businesses are struggling to keep their best employees as their competitors are offering different

Globalisation is a leading concept which has become a major contributor for businesses to become international. Going cross-border has opened up so many opportunities for many emerging economies which in turn has increased the economic growth of those countries by manifolds. Globalisation has brought an era of rapid industrialisation and modernisation by giving organisations access to new ideas, technology, specialised skills and foreign investment. Globalisation gives a different perspective to organisations in terms of thinking and strategizing policies. In today’s world, we see organisations opting for globalisation because of the future growth which is getting highlighted as an emerging and imperative factor.

Cross-cultural management is the subject field management in a cross-cultural context. Cross-cultural management takes place when a manager handles someone from a different cultural background. This challenge in management is very common as businesses expand globally, hiring immigrants and work to increase diversity. It includes the study of the influence of societal cultivation on top management practices. Organizing a business in a diverse culture environment can be challenging but it is not something that cannot be achieved. Nowadays, some organizations have started special awareness programs in cross-cultural management so that they can work with less cultural issues and embrace the benefits that they gain from cross cultural management. However, there are many still fail to understand the importance of bringing individuals from diverse backgrounds together. Most managers think that by implementing such programs are just waste of time and resources.