Role of Human Resource Management in Global Organization's Strategies

To begin evaluating strategic human resource management approaches, one must first understand the concept of human resource management and how it came to be. Human resource management stemmed from what use to be called personnel management in the early 1940’s. The term human resource management (HRM) was first used in the United States and it suggests to some that “employees were an asset or resource-like machines, but at the same time HR also appeared to emphasize employee commitment and motivation” (CPID, 2016).

It would be very easy to refer to international human resource management as little more than HRM on a national scale with some additional features that indeed similarities in the role of human resource management within national and international organizations; however, there are also some significant differences, not least of which is the development and deployment of staff in different national and regional locations around the world. The somewhat overused maxim encouraging the imperative to ‘think globally and act locally’, if nothing else, illustrates the importance of looking at the management of global organization at two, sometimes distinct, levels. The first of these may take

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

Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’

The focus on integration of HRM with strategy provides a wider range of solutions to difficult organisational problems and results in achieving a competitive advantage (Lengnick-Hall and Lengnick-Hall, 1998).

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.

Furthermore, business strategy can be defined as the implementation of courses of action and the allocation of resources necessary for achieving these long-term aims (Johnson et al 2011). Therefore, HRM plays an important role in allocating human resources, which can assist in achieving

All of which will have a financial impact on the business, with reference to people management, reputation and future Budgeting. As facilitators HRM are pivotal in the achievement of continuous organisational improvements and personnel performance. Ulrich postulates a key role of HRM is that of change agents, delivering organizational transformation and culture change, the importance which has been emphasised by Johnson and

This is a research paper about the organizational strategy on human resource activities such as health care recruitment and selection of employees, employee appraisal or employee compensation. What are the three laws that HR managers must keep in mind when performing these tasks? What is the impact that these laws have on how an HR manager performs his or her duties? At the end of this research paper I will share with you a story of a HR manager who was asked not to follow one of these laws and what happened as a result.

Generally, when one thinks of the role of Human Resources, many people will think first of the role that HR plays in important functions such as staffing, training, retention, and the development of workplace policies. While these are all important functions for Human Resource Management, the evolution of HRM is such that it is important to think of these functions in terms of the impact they have on the overall strategic vision for the company. Key HRM functions can be split up into two different categories. These include those functions that relate directly to the employee such as staffing, retention, training and development, but also those functions that relate more to company policies and government regulations. Examples include compensation and benefits strategies, the development of basic workplace policies, and adherence to regulations that are enforced by government. Each of these functions play important roles in the implementation of an overall strategic vision for the company, and ensuring that HRM understands the role that it plays is important for making sure that HRM policies are in line with the company 's long-term strategy. One excellent example of the way in which the role of Human Resources plays out in the context of a long-term strategy is that of Walmart 's HR practices and the way they fit into the overall business strategy of the organization. With that said, in order to understand the HRM of

Strategic HRM: can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that brings up innovation, flexibility and competitive advantage. Strategic HRM involves setting employment standards and policies. Moreover it is not any particular human resource strategy but it is a framework for shaping and developing many people management strategy. (Sarah Glimore and Steve Williams, 2009) It is the pattern of planned HR operations and activities intended to help an organisation to achieve its

In the modern world, every organization and/or business carries out their business in several countries. Multi-national companies will and can adopt different strategies through the people, their employees. The ethical challenges, political and instabilities in the economy, and globalization are issues that are also faced by today business firms are what Human Resource management is all about. In this diversity of Human Resources Management (HRM), the organizations adopt the practices and policies according to the environment and culture.

To ensure a high probability of success in the implementation of strategic human resource management, the HRM function needs to be truly strategic in its orientation.

As human resource (HR) management started to replace personnel management to become one of the important inter-functions of the organization, some people may question what make this subcategory of management has important impact on the operation of organisation. Then started to research the strategic value of human resources. Hendry and Pettgrew (1986, cited in Storey, 2007) define that strategic human resource management (SHRM) is a usage of planning consistent HR practices or policies that align with strategy of the organisations to create sustainable competitive advantages (SCA). There are three main approaches in SHRM, which are the best practice (universalist), the best-fit (contingency) and the resource-based. Below this article will briefly introduces theses three approaches, and critically analyse the limitation of these approaches.

In 21st century, we are seeing a big leap in the globalization of business and with this, the ability of management of an organization to work effectively across the cultural and national borders is playing a critical role in business success. Staffing management of multinational companies is a complex issue to the international human resource management (IHRM). With this stated, the statement, “Culture is a major variable for international management” is true in every sense.