International Human Resource Management Practices

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The problematic of this essay is the opening of many observations made on economic comparison between USA and Europe. Human resources management (HRM) practices and model depends on the actual extensions of national business. Indeed local business with the ambition of being multinational will export their model and corporate culture to a targeted country. Against a backdrop of multinational corporations (MNCs), globalization, emerging markets, increasing internationalization and cross-national activity by MNCs, there is a need to focus on the implementation of international human resource management practices and policymaking. Although to answer this problematic, observations and comparisons have to be relevant. This paper will be focus…show more content…
The American HR development has increase when top management began to view a capitalistic interest in HR policies for reducing costs, increasing organizational flexibility and insuring survival. Also, the American HR culture is considered to be more individualistic and more achievement oriented than most other cultures. This is the fruit of his Ideologies of individualism and egalitarianism, which have an influence on the actual HR policies. In MNCs, HR has a greater emphasis on planning, monitoring and control, rather than on problem solving and mediation, however employees are view as valued assets and competitive advantages through commitment, adaptability and training.

IHRM orientations in MNCs
According to Briscoe (1995) Dowling (1999) and Taylor (1996), there are three different IHRM orientations in MNCs: Exportive, Adaptive and Integrative.

The Exportive IHRM orientation is when the MNC opts to transfer its HRM system to different subsidiaries. MNCs culling the Exportive orientation are seeking integration across all subsidiaries. If the orientation is successful the subsidiaries become a real clone of the MNCS by adopting the culture. The disadvantage of this approach is its inflexibility. Subsidiaries might be opposed to the imposed practices.(Adler 2001; Taylor et al. 1996).

The adaptive IHRM orientation reduces subsidiaries to develop their own HRM
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