The paper "International Human Resource Management" is a great example of a management essay. Despite the world-spread effects of globalization, any person moving from country to country and from region to region is aware of the diversity in the business environment (Giddens, 2002). The business environment is diverse in organization and management and the “ traveler” will realize that the differences are brought about by culture. It will also be noted that the way organizations manage their people is largely determined by forces of tradition. On the same point, it will be observed that human resource practices such as recruitment and employee relations pose a great difference due to cultural as well as traditions diversity.
For example, the employees’ job security in France is higher as compared to that in Britain (Gamble, 2003). It is the purpose of the paper to offer an understanding of why human resource and employment practices illustrate differences in the international arena. Moreover, this paper will seek to critic the international human resource management (IHRM) in order to understand the criticism that it-IHRM, tends to emphasize the subordination of national culture and national employment practices to corporate culture and human resources (HR) practices.
In addition, we will look at the notion of this criticism so as to establish whether or not it's justified. Finally, we will find the costs of subordination if there is any. Literature review Hofstede’ s study which was based on an empirical survey of two companies which included employees from about 60 countries showed that there is a significant influence of varying cultural tendency across nations (Hofstede, 2001). Hofstede concluded that there are roughly four perspectives that pose these differences in the cultural front.
In addition, he presented the origins of the perspectives together with the consequences of behaviour of management. He stated that the power gap shows the extent to which people in a certain community accept the subordination or the unequal authority structure (Adler & Gundersen, 2008).
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