Literature Review of Recruitment and Selection in International Human Resource Management

Competing in global markets entail many factors and centralization of its human resource practices is certainly vital to improve global competitiveness and empower employees for global assignments. To achieve success in global marketplace, the challenge of all businesses regardless of their size is to understand global corporate cultural differences and invest in human resources which includes selecting and retaining talented employee, training and development whilst encouraging employees to be innovative and creative. Employees selected to work in foreign locations should be prepared beforehand with adequate cross-cultural training. For an organization to be successful in the international marketplace, it must be concerned with this fit from both an internal and

Staffing has always been considered as the foundation for organizations' growth, development, survival, and competitive advantage. A successful staffing process may require effective advance preparation and planning in order to address support services required to advance organizational goals and workforce planning. Having read through the company's (Tanglewood) overview and job descriptions for the various positions, I think this topic offers an opportunity to explore some of the theoretical aspects of staffing organizations model in recommending some effective and efficient ways of employing the best personnel to fulfill the company's goals. The staffing plan or model to be used for this company is intended to monitor and control human capital

The steps used in the process of establishing guiding principles and rules for staffing purposes within global organizations are extensive and time consuming. They are necessary, however, in order to ensure strategies, practices, and tools are implemented properly throughout all areas of a global organization. Global organizations are not independent businesses located in different countries, rather they use resources from one part the organization to create competitive advantages in other areas (Ryan, Wiechmann, & Hemingway, 2003). One of the first steps in the process in designing global assessments is determining the objectives (Scott & Reynolds, 2010). This will involve gathering information about what an organization seeks to achieve with

Organisations are required to comply with legal requirements pertaining to recruitment and selection and HR professionals should have an in depth knowledge of employment law and an understanding of why these practices need to be observed, not only in mitigating potential risk to the business but also to improve the effectiveness of recruitment processes, enhancing the employer brand. Key areas include:

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

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.

In an increasingly globalized world economy, the aggravation of global competition, the most important factor of national competitiveness are highly qualified and motivated employees (Storey 2007). Gubman (1996) pointed out the three challenges for the organizations that will never change: first, the major mission of human resources is to gain, develop, retain talent; second, adjust the workforces with the business; lastly, a superlative contributor to the business. Moreover, human resource management is characterized by the fact that the staff seen as an important strategic resource for the organization, which requires investment, modernization, planning, staffing, training, etc. This paper will introduce an overall review of the International Human Resource Management (IHRM) theories and studies. The analyzed concepts and approaches will be applied to the case study about Yarden Mex chain of Mexican Grill Restaurants and its Subsidiaries. The paper will include definitions of Global Talent Management (GTM) and Global Diversity Management (GDM). In addition, the applied theories to the case study will generate suggestions.

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

The problem is creating a recruitment and selection plan to ensure the recruitment of these employees runs smoothly, ties into our company’s mission and vision, complies with the law, and encourages diversity. The purpose of this plan to meet the unique meet of four predetermined positions in our company.

Briscoe D., Schuler R., Tarique I., (2011). Internatonal Human Resource Management : Policies and Practices for Multinational Entreprise.

For the organization to successfully achieve internationalization, a special focus must be placed on Human Resources. Human Resources can ensure effective internationalization management of employee staffing, selection, and performance management. “For the achievement of the goals of the international organization, the specific jobs should be filled with specific individuals at the proper time and proper place” (Jadoon, 2015). "The selection decision for international assignees is critical. Errors in selection have a major impact on the success of overseas operations” (Tarique, Briscoe, & Schuler, 2016). Moreover, “performance management is the process of quantifying the efficiency and effectiveness of actions, in order to compare results against expectations, with the intent to motivate, guide and improve decision making” (Szlavicz & Berber, 2014).

Strategic staffing is a very important aspect of an organization as it will influence the success of the business. When developing strategies for implementing staffing, a lot of things have to be taken into consideration such as globalization. Managers have to ensure that staffing strategies are linked to the overall business strategy so that the right persons are hired for the job in question. Managers have to also ensure that the persons carrying out the task of hiring the individual understands the overall strategy of the business in order to avoid subjective decision making. Once employers understand the importance of strategic staffing, they can aligning their departmental goals with that of the company and spend adequate

Face to those options and wide resource, the managers in global enterprises have particular concern about the employees’ ability to disseminate knowledge and innovation throughout their global operations . The use of expatriates has seemed to be a logical choice for staffing, while the use of parent-country nations seems to be most appropriate in some specific situation . Some other global enterprises also prefer integrate the expatriates and local human resource. Nevertheless, each procedure has both advantage and disadvantage.

Attitudes of geocentricism are biased toward marketing, human resource, production policies, and finance that try to synthesize local and global practices. Preeminence is given to accruing the right people and policies. For instance, a decision maker, who is geocentric, would endorse a global pricing policy that would be adapted to regional and local environments. These decision makers strive to ratify policies that fit both local differences and global commonalities. Furthermore, when one adopts a geocentric mindset, this in turn, leads to the evolution of a geocentric company.

Staffing has been an important aspect in all types of organizations’ development. More and more companies have noticed a good staffing plan could increase productivity and reduce operation costs in terms of lower turnover rate and transition costs. Good staffing could be able to minimize cost in order to maximize profit, because it could assist the company to stay more competitive within the industry. According to the definition by Dr. Green, “staff is the process of identifying work requirements within an organization; determining the number of people and the skills necessary to do the work; and recruiting, selecting and promoting the qualified candidates. It is the selection process of