Managing Global Human Resources

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

To succeed in the world today corporations must develop global strategies. An evolving evolution in the understanding of international organizational behavior and management of global human resource systems has developed and evolved rapidly in the twenty-first century. Focusing on global strategies, theories, and management approaches allow us to understand the influence of national and ethnic cultures on organizational functioning. Successful global firms competing under transitional dynamics need to understand their potential clients’ needs, no matter where in the world the clients

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.

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.

Q: Which of the following two concepts is more critical for international Human Resource Management: understanding the cultural environment or understanding the political and legal environment? Why? Include key terms and concepts from the textbook.

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).

Do you think that intercountry differences affect HRM practices and strategies? Discuss and debate the specific activities an international HR manager typically engages in, using cases and examples.

As a Human Resource Director, it is my duty to launch a performance management system. There are many different systems that would benefit this 5-year-old company but the one most beneficial has to be put in place. All factors have to be addressed when deciding on the system. The age of the company which is 5 years old. This is significant because the same performance management tool that a 50-year-old company would use may not be valuable to this company. Another factor that must be addressed is the average age of the employees. The average 33-year-old may respond differently then would a 55-year-old seasoned employee to an employee performance management system.

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

Global competition is transforming the Human Resources (HR) profession: efficient administrators and organisational professions are now required to take on new functions as strategic partners within corporate management. As strategic partners, HR professionals are now becoming increasingly involved in corporate decision-making and bring their workforce expertise to develop corporate strategy in a way that will maximise the best human resources available (Fitzpatrick 2000; Guthridge et al. 2008; Lawler and Boudreau 2009). This is where the transformed role of the HR professional becomes vital. Businesses are in increasingly intense competition with each other to acquire and retain the best talent. In such a marketplace, the strategic

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

International human resource management (IHRM) is the study and application of all human resource management activities as they impact the process of managing human resources in enterprises in the global environment (Briscoe, Schuler & Tarique, 2012). This part is very important in order to make sure that all problems at global level can be solved. Our economies in the last 50 years have become more integrated than before. There are a lot of factors that contributed to the achievement such as multinational enterprise (MNE), small and medium-sized enterprises (MSEs), and non-governmental organizations (NGOs).

In recent years due to the factors like globalization and removal of trade restrictions have created fierce competition in the 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 coming along with international human resource management. International human resource management is the set of distinct activities, functions and processes developed 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.

They need to build integration among HR practices and strategies of its auxiliary firms in distinctive region with a specific end goal to accomplish general organizational targets. Then again, these associations additionally guarantee a critical level of adaptability in their IHRM procedure on the grounds that representatives from distinctive nations are sponsored by diverse cultures and social qualities. Adaptability impacts the workers' execution. Due to the strengths of globalization and the associations' interest to create and implement a worldwide methodology, International Human Resource Management (IHRM) is turning into an essential to accomplishment of the organizational. The essential distinction between domestic and global human resource administration is the knowledge and obligations

In the face of globalization, organisations struggle to develop the human resource management strategy (HRMS) between global integration and local differentiation. This is regarded as a critical concern for multinational enterprises (MNEs) since they suffer from cultural and institutional differences to integrate HRM practices and shape HRM activities to operate abroad. Regarding that, each cultural and institutional factors are developed over its history with unique insight into managing the organisation, the