The paper "International Human Resource Management" is a great example of a report on human resources. Human resource management (HRM) refers to the supervision of the labor forces of an organization, and involves the selection, preparation, appraisal, and gratifying of the members of staff. Human resource management operates in line with the organizational leadership culture and ensures that employees comply with the labor and employment laws that exist within a given jurisdiction, or those that apply universally in the case of international organizations. Human resources are also charged with the responsibility of liaising between disgruntled employees and their representatives, for example, labor unions (Storey 2007, p.
15). Human resources have their origin in the human relations movement, which was at play in the 20th century. At this time, researchers were interested in documenting ways in which businesses could create value to their operations, through strategically managing their workforce. The human resource was previously dominated with the issues of payrolls and benefits, but with time and due to the effects of globalization, technological advancement, company consolidation and merging and developments in research, the sector of human resource broadened (Scholz & Muller 2010, p.
34) It started being concerned with strategic development issues such as succession planning, labor relations, mergers and acquisitions, talent management, diversity, and inclusion. HRM as a Worldwide Best Practice Model As researchers continue to delve into the issue of how the best human resources can be applied to create the highest value possible in organizations, it has become apparent that human resources are increasingly raising the debate of convergence versus divergence. This paper sets out to test the extent to which convergence of human resource management practices apply worldwide, and test the existence of a global best practice model.
To fully examine the issue, the paper focuses on two major countries as case studies of human resource management convergence; German and Japanese Multinational corporations. Studies show that these two subsidiaries have embraced the United States human resource management model, which seems consistent with the currently ongoing studies on the convergence of HRM best practices (McCourt & Eldridge 2003, p. 17). Scholars in support of the convergence approach believe that management ‘ best practices’ are universally applicable and relevant, irrespective of general organizational culture or institutional framework.
Efficiency necessity and an increasingly comparable universal competitive environment are apparently the forces behind companies’ adoption of such best practices. This is usually in an effort to increase its competitiveness. This gives way to a cross-national convergence of human resource management practices. Owing to the supremacy of American commerce schools in the growth and propagation of new administration knowledge, for example, the control of American professionals in spreading this knowledge in management has been likened with successful human resource management practices, employed by the topmost successful Multinational Corporations.
Most importantly, the potency of the American financial system and American Multinational Corporation's best practices in management are regularly, unambiguously or unreservedly, likened with management performances employed by successful American MNCs (Dowling, Festing, & Engle 2008, p. 110). Convergence theory explicates international assimilation of human resource management best practices by providing that ordinary business sense or management judgment, arising from the observable fact of industrialism, surpasses variations in the business perspectives of different markets. Industrialized nations converged around a blueprint of management structure, in spite of political and cultural factors at hand, providing for technical proficiency, specialization, informed decision-making, and spread out management (Björkman & Stahl 2006, p.
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