International Human Resource Management

Expatriate staffs are ignorant of the local culture. Recruiting a local staff eliminates the cost of training an expatriate on intercultural issues. Because the expatriate staff is unfamiliar with the local culture, there will often be the struggle to acclimatize and adapt to the new culture. Additionally, the expatriate staff does not know how the employment system in the host country is so to recruit local staff will pose an enormous challenge for the expatriate staff (Malamud & Rotenberg, 2010). Additionally, expatriate staffs will not efficiently and effectively network with local stakeholders because of language and cultural

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 rapid pace of Globalization has led to a change in the global economy during the past several decades; it is believe that factors such as trade liberalisation, access to cheaper labour and resources, similarity of consumer demand around the world, and advances in technology and communication has widened the market of consumption, investment as well as production on a global scale. These globalization driven factors created new challenges and global competition for businesses around the world thus as a response many companies decided to expand their operation across national borders in order to be competitive. A company that operates their business in at least one country other than its country is called Multinational

Globalization is changing the nature and pace of International Human Resource Management (IHRM). Now virtually anytime, anywhere a globally-based project can be initiated and within less than an hour a project team assembled, with goals defined. This is the 21rst century new normal; business models will shift and change rapidly in respond to the changing nature of globally-based opportunities and threats. One of the main catalysts of much global change is occurring as a result of the Chinese economy growing so rapidly. In order to manage a Chinese workflows however, incouding the core functions of recruitment, training, performance evaluation, and compensation from a purely monetary and cultural standpoint, cultural frameworks are needed. In defining strategies for each of these areas, the Hofstede Cultural Dimensions Model (Hofstede, McCrae, 2004).

With the process of internationalization dominating the business arena in recent years, many companies have tried developing themselves in order to accommodate this change across the world. To manage those new market, companies’ human resources developed the concept of expatriation which is the process of sending someone from the company to a host-country where the firm is now operating to support the management operations. The process of expatriation has a high cost and the business needs to invest a lot in it. The risk is that it can be a huge failure, a failure which most of the time is translated by early returns of expatriates due to a lack of adjustment or job performance and an important level of frustration, anxiety and concern.

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 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).

In the current global market, an organization has to consider various strategies and human resource policies in order to effectively manage its vital resources i.e. human resources. A human resource manager has to consider the international trends in managing the human resources in the organization in order to be successful in the international market. The success of the organization in the international market depends on the strategic and personnel considerations of the manager. The organization and the human resource manager has to consider the various differences in the policies, practices and cultures that arise by operating in various countries. This is a common problem that a human resource manager faces in a multinational

With the recent enlargement of the European Union in 2004 to 25 member states, which is expected to grow larger in further years, organisations have begun to expand into global organisations. As a function of reduced transportation and information costs and the removal of social and political barriers, the globalisation of business is proceeding at unprecedented and unexpected rates (Wayne Brockbank, Page 64). Now in recent years we have seen the opening up of the markets in China and India, with the world’s largest population. These countries have a much cheaper labour force and so costs are cut considerably and the potential growth that these country’s have its no wonder that business are expanding here. However, these businesses expanding into different countries with different cultures, languages and ways of life they need to take account of all these factors that have never really been a concern to them when they were expanding in their own home countries. HR’s ability to deliver business success, and attempts to accomplish this goal (globalisation), are influenced by the increased competition attributed to globalization, creating and sustaining organizational culture, and

Human resource management (HRM) is universal in terms of strategies, policies and processes. The term has gradually replaced personnel management. Managing and developing human resources in the international (global) setting is increasingly recognized as a central challenge, particularly to multinational enterprises (MNEs). Human resource management is both academic theory and a business practice that addresses the theoretical and practice techniques of managing a workforce. While the theoretical aspects of the

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

3.How should we have gone about recruiting and screening for this position? What selection tools, specifically, would you use?

Under the increasing globalization, organizations have to deal with new challenges in order to maintain sustainable competitive and become accustomed to the changing global market. The developing globalization has promoted companies establish their organizations across different countries and expanded new business in multicultural environment. Culture seems to be a key factor of the relationship, interaction and communication between people from different countries when companies become multinational. Expatriation is regarded as an important part of international human resource management (IHRM) in multinational companies (MNCs). A range of research has showed that expatriation is an essential area of international

Globalisation, as an integrated and independent world economy, has contributed to the rapid expansion of international trade and world’s economic growth (Paik & Vance, 2006; Mutsuddi, 2012). The increase presence of global firms is shifting domestic HR towards global HR in addition to carry out a wider span of HR responsibilities (Losey, Meisinger & Ulrich, 2005; Rao, 2010; Jie, 2011; Mutsuddi, 2012). The generation of cross-border labour market also had brought human resource management into an international context (Mutsuddi, 2012).

Human resource managers, outlines, directs and facilitates the regulatory elements of an association. They supervise the selecting, meeting, and contracting of new staff; counsel with top officials on the key Strategic obligation; and fill in as a connection between an association 's administration and its workers. To flourish in the disorderly and turbulent business condition, firms need to always enhance and be “on the ball” regarding business practices and methodologies. It is from this inspiration to be at the highest point of the pack that HRM turns into an important apparatus for administration to guarantee achievement.