International Human Resource Management ( Hrm )

2015 Words9 Pages
Introduction The rapid progress of globalisation in the past two to three decades has brought new and more complex challenges to the human resource management (HRM) of firms expanding their businesses abroad. In order to meet the demands of expatriated and foreign employees, firms had to adapt their usual HRM practices. This process gave rise to what is now known as International Human Resource Management (IRHM). According to Iles and Zhang (2013), IHRM does not differ from domestic HRM in terms of activity and function. The difference is in the fact that it is concerned with the foreign location in which HRM is being performed. One simple but very relevant illustration is, for example, the way international operations might be affected by separation of time and distance between two subsidiaries. Furthermore, as indicated by Tayeb (2005), important characteristics of HRM might be affected by the culture of the nation in which it is attempting to operate. It is, therefore, very important that HRM practices are adapted to take into consideration the cultural singularities of each country. In this paper we will focus on the cultural aspect of different nations and how it affects the way firms establish their IHRM practices. It is important, therefore, to first understand what it is meant by “culture”. One definition is suggested by Hickson and Pugh (1995): “Culture is the shared values that typify a society and lie beneath its characteristic arts and architecture, clothes,
Open Document