The paper "Concept of International Human Resource Management" is a wonderful example of a Management Assignment. As the world moves to a more global economy, organizations have to rethink their traditional ways of managing human resources. In light of this consideration, international human resource management can be defined as the process of procuring, allocating and utilizing human resources in multinational organizations while balancing the differentiation and integration of human resource activities in foreign countries. International organizations, on the other hand, can be viewed as an organization that has an international presence, scope or membership.
It can be an international non-profit organization or intergovernmental organizations. The earlier comprises of international corporations like Toyota and international non-profit organizations like WHO. Among other things, international HRM aims to create a local appeal for an organization’ s human resource management programs without compromising the global identity. In addition, international HRM aims to generate awareness of cross-cultural sensitivities among employees in transnational organizations (Harzing& Pinnington, 2011). This essay will critically evaluate the concept of international HRM and discuss its relevance and applicability to international organizations in an increasingly globalized world. Concept of International Human Resource Management According to Reiche, Kraimer, and Harzing (2009), the primary objective of any human resource initiative is to ensure that the most effective use is made of an organization’ s human resources.
In order for this objective to be achieved, human resource professionals undertake a wide range of activities related to sourcing, development, performance management, reward, and communication. If an organization develops a strategic human resource function, these activities can effectively support and inform organizational strategy. For cross-border organizations, these functions may need to be coordinated across the home country and different international subsidiaries.
In this case, it is imperative for the human resource function to take into account the unique needs of both the parent country’ s nationals and host county nationals (Reiche, Harzing& Kraimer, 2009). Given the above perspective, a critical challenge for international human resource managers relates to how to decide on the best HRM policy. As Reiche, Kraimer, and Harzing (2009) note, international organizations are faced with the need to achieve the best fit in relation to the competing demands of international coordination and integration versus local responsiveness.
Such a challenge can be difficult to address considering that there are many factors constraining the adoption of standardized human resource practices at the international level. These factors include differing labor laws, national business systems, education systems and cultural norms. Relevance and Applicability of International HRM to International Organizations in an Increasingly Globalized World According to Hocking, Brown, and Harzing (2007), the strategic role of human resource management in the international setting is to ensure that human resource policies adopted in different countries are in tandem with and support an organization’ s business strategy, structure, and controls.
In simple terms, the role of international human resource management is to sustain business activities. In the contemporary world of business, it is an acknowledged fact that an organization’ s human resources are the main strategic assets. In order for an organization to remain competitive in both the short term and long term, it must be able to retain, develop and train its human resources. For organizations operating in several countries, international human resource management provides the opportunity to attract the right human resources for international assignments (Reiche, Kraimer& Harzing, 2009).
Fan, S., Kӧhler, T & Harzing, A 2011, Do you really know me? Identity confirmation in expatriate assignments, paper presented at the 2011 Annual Meeting of the Academy of International Business, June 24-28, Nagoya, Japan.
Gomez-Mejia, L., Balkin, D and Cardy, L 2008, Management: People, Performance, Change, 3rd edition, New York, New York USA, McGraw-Hill.
Harzing, A and Pinnington A. 2011, International Human Resource Management, 3rd edition, London, Sage Publications.
Hocking, J. B., Brown, M. & Harzing, A 2007, Balancing Global and Local Strategic Contexts: Expatriate Knowledge Transfer, Applications and Learning within a Transnational Organization, Human Resource Management, vol. 46, no. 4, pp. 513-533.
Reiche, B & Harzing, A 2011, International Assignments, in: Harzing, A.W.; Pinnington A. (2011) International Human Resource Management, 3rd edition, London: Sage Publications.
Reiche, B., Kraimer, M & Harzing, A 2009, Inpatriates as agents of cross-unit knowledge flows in multinational corporations, in: Sparrow, P.R. (ed.) Handbook of International HR Research: Integrating People, Process and Context, Oxford, Blackwell.
Reiche, B., Kraimer, M & Harzing, A 2011, Why do International Assignees Stay? An Organizational Embeddedness Perspective, Journal of International Business Studies, vol. 42, no. 4, pp. 521-544.
Reiche, B.S., Harzing, A & Kraimer, M 2009, The Role of International Assignees' Social Capital in Creating Inter-Unit Intellectual Capital: A Cross-Level Model, Journal of International Business Studies, vol. 40, no. 3, pp. 509-526.