The paper “ Does National Culture Always Matter in International Human Resource Management? ” is a timeous example of a business assignment. In the contemporary world, businesses have randomly shifted in pursuit to establish their own uniqueness and promote their own distinct competitive edge. Business organizations in domestic and international business environments are, driven by the ease in accessibility, effective and efficient utilization of available resources. Among resources that underpin the organization’ s success are the material resources such as factories and equipment, financial resources such as debts, monetary and funding support, and business capital resources including organization structures, plans, management and coordination, and human resource.
More recently, more focus has been directed to effective and proper management of human resources owing to their reliability and value to modern-day business organizations. This is because, human and business resources constitute the culture of an organization based on beliefs, values, perceptions, and behavior. The human resource dictates the competitive edge of a company and its ability to induce innovativeness and product and service differentiation, which is particularly hard to do with increased consumer awareness, stiff market competition, and greatly reduced available resources (Harzing & Ruysseveldt, 2004).
Due to the increased adoption of technology and the development of efficient and competent physical and business infrastructures, more businesses have gone global to take advantage of the increased mass market on the global market platform. This necessitates the need to be able to assimilate and amalgamate national culture and international human resource management in order to promote cohesiveness, accountability, adoption, and increased business production and performance (Martin-de-Castro, et al. , 2006). This report will candidly discuss whether national culture always matters in international human resource management.
In addition, the report will seek to illustrate the discussion with reference to selection and reward management as the human resource management functions.
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