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Introduction: Human Resources Management process is made up of a numerous variables that are required in order to build and run a successful commercial venture. This means in essence that a successful human resource management strategy is intrinsic to the successful working of a business. There have been suggestions made by management theorists over the years that no venture that is commercially oriented can taste success in the absence of a carefully devised and implemented plan that assures a high quality where HR maintenance is concerned (Mitchell, 2001). The Human Resource Management function consists of a number of variables and there are in turn numerous factors that are associated with a successful planning and implementing strategy.

The HRM function in any given company however would need to follow a set of well defined guidelines, there has to be theoretical backing on any innovation made, no strategy is fool proof given the fact that the variables that the discipline deals with are humans and not machines, behaviors are therefore often spontaneous and highly unpredictable. These are in fact often complex and mostly overlapping.

There are a number of approaches that one could apply in the management of human resources in a given company at any given point in time. The need in most cases however is to ensure that a strategic approach is taken to the HRM function. Taking a strategic approach to human resource management would mean that the company has to take decisions regarding its HR functions not in isolation but in the context of the overall culture of the company, the existing system of feedback to and from employees that helps the organization align itself with personal goals and functions (Massy, 1994).

A strategic approach also requires that the organization makes an assessment of global and the immediate human resource environment within which the organization is required to function; it also means that an organization has to ensure that the there is in place a system that forecast and readies itself in accordance with the human resource requirements that are most likely to arise (Das and Waqar, 2007). Executive Summary: The challenge of the management of expatriates and repatriates has never been more timely or urgent: globalization has forced expatriation into the corporate agenda, confronting us with an array of questions on HRM strategy and practice (Barauch and Yaltman, 2002).

In the face of the effort and the problems, that corporates have faced the world over in the recruitment and the motivation of expatriates it might be easier for one to argue that the very nature of expatriate employment is problematic. The management strategies that govern the over all venture-these include the staffing needs of the company, the recruitment and training of the best employees, ensuring they are high performances, value for money and low rates of attrition.

The HRM functions also deal with performance issues, and ensuring that the personnel and management practices conform to various regulations (Carter, 2001). Further an effective HR strategy consists of the management of the approach that is to be taken by the company for employee benefits and compensation, employee records and personnel policies. Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because they cannot yet afford part- or full-time help.

However, they should always ensure that employees have -- and are aware of -- personnel policies, which conform to current regulations.

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