The Role of the International HR Manager Essay

International human resource management differs from human resource management in a domestic setting in which of these ways?

| Explain how different organisational structures and management roles can impact on the HR Function (AC: 1.3)

Bradley-Geist. When asked where she finds topics she made a list of different ways she looks: topics evolves over time, lots of reading to find trends or topics, watches different news stations, pays attention to different work situations that has found interesting, and talking with friends and coworkers (Bradley-Geist, 2015). This allows for topics to spawn from different areas, this provides confidence to search the world for topics and not putting strict restrictions on where to look for topics. After examining the title, the contents of “Recent developments and emerging challenges in international human resource management” the sense of exigence in IHRM is obvious. The word challenges indicates there are problems in the IHRM that are with out solutions. There are many current hot topics and gaps in IHRM in this special edition “Recent developments” they address many of them: role of institutional and cultural differences, national cultural differences in cross-border activities, cross-culture diversity management, expatriate adjustment and performance, and cultural differences between regions within

How can global HR professionals prepare global employees for the challenges they will face, and what might global HR professionals do to help deal with cultural challenges faced by people working in new cultures? Discuss specifically what might be done to help counteract separation anxiety, loneliness, homesickness, and other issues that make people feel like strangers in a strange land.

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

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

Dowling Peter J and Welch Denice E and Schular Randall S(1999), International Human Resource Management, South-Western College

Human resource management functions in multinational companies are incredibly complicated by the need to adapt policies and procedures related to personnel, to differences between the countries, which is one of the branches. In particular, the countries cultural differences, differences in economic development and legal systems may require an international company adaptation programs of hiring, firing, training and remuneration for

Managing HR in MNC is different from the way the HR is being managed in the country, According to Morgan (1986) there are three factors that differentiate between IHRM and domestic HR: First, the countries of operations such as the -country where a subsidiary may be located, the host-country where the subsidiaries are located, and other countries. Second, the different types of employee, in international environment the HR management have to deal with the host-country nationals (HCNs), expatriates or home-country nationals (PCNs) and third country nationals (TCNs), for example if L’Oreal hired an Indonesian employee in their Indonesian subsidiary the employee is a HCNs, and when manager from L’Oreal Headquarter in France came to work in Indonesian subsidiary the manager is a PCNs, and if L’Oreal employs manager neither from Indonesia nor France to work in their Indonesian subsidiary the manager is TCNs. Third, is the way HR practices (eg. staffing, compensation, training, and etc) are conducted. Although IHR practices seems to have the same activities as domestic HR, in IHR the manager will be dealing with different environment and diversity of employees from different cultural background. Moreover, as mentioned earlier dissimilarities between domestic and international HR management mostly due to profound differences between host and home countries in term of culture,

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

With regard to executive nationality staffing policies, “There are major four categories on the HRM within Multinational corporations : the ethnocentric approach, the

According to Iles and Zhang (2013), IHRM does not differ from domestic HRM in terms of activity and function. The difference is in the fact that it is concerned with the foreign location in which HRM is being performed. One simple but very relevant illustration is, for example, the way international operations might be affected by separation of time and distance between two subsidiaries. Furthermore, as indicated by Tayeb (2005), important characteristics of HRM might be affected by the culture of the nation in which it is attempting to operate. It is, therefore, very important that HRM practices are adapted to take into consideration the cultural singularities of each country.

There are many factors, which determine which type of international employee MNCs will target. Factors such as living costs in the host country, cultural distance between subsidiaries and its headquarters and international employee’s role expectations need to be considered (Treven, 2006). MNCs also need to examine the advantages and disadvantages of each alternative approach and determine a general approach to international recruitment and selection. An ethnocentric approach is where the cultural values and business practices of the home country are executed because key management positions are all held by parent-country nationals (PCNs). Companies utilising the ethnocentric approach assume that their home country approach is the most successful for international recruitment and selection as it facilitates communication between subsidiaries and its headquarters and enables deeper understanding of the MNC’s goals (Kang & Shen, 2013). However, this approach should only be used when the business needs to maintain close control with the host country or when there is a lack of suitable HCNs. There are also negative consequences resulting from an ethnocentric approach, which include high costs associated with maintaining PCNs and their families in host countries, difficulties in adapting to the host-country environment and limited job and career opportunities for HCNs (Caligiuri & Stroh, 1995). In contrast, the polycentric approach

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).

The work of an HR department and the process of globalization can result in adverse affects for each other. However, there are plus points too. We will look at both sides for a better conclusion and understanding of the impact of globalization.