The number and extent of commitments in overseas operation increases.
Ethno — centric: Here primary positions are held by citizens of home country PCNs. Hence, recruitment and selection matter in human resource management.
Definition of international human resource management pdf
Home country personnel are used to transfer technology and management systems overseas where replication, rather than innovation, is the prime objective. This would follow from many of the institutional arguments outlined earlier. The importance of national context is recognised but not specified. This approach looks to use the best people for the job, selecting from all over the global organisation. This organisational form is located in the top right-hand portion of the grid. Spousal or dual career issues are often cited as the reason for rejecting international assignments, particularly in the US and European organizations, but it is less visible in Asian Countries. Specifically they argue that the strategic components, exogenous and endogenous factors affect the SIHRM function and associated policies and practices. Question is why? This is most effectively achieved through some degree of standardisation, frequently referred to as globalisation, in the HR policies and practices of the multinational. So for example in a multi-domestic industry, such as utilities e. Given their central place in the evolution of the study of international HRM, we consider some of the reasons why this group of employees has been singled out as of particular importance.
Equally, a decentralised organisational structure where subsidiaries are given a high degree of strategic and operational autonomy from their parent is the most efficient. Many managers are exhilarated at the beginning, after a few months a form of cultural shock creeps in and they begin to encounter frustration and feel good in their new environment.
While these relationships are somewhat scant in their detail, they allude to the widening scope of the role of a corporate strategic international HRM function as organisational structures become more complex and network rather than hierarchical in nature. Both approaches also recognise the variable importance of the parent or home country context and the host country context throughout each stage.
With this in view, we now discuss the major considerations or dimensions involved in formulating HR practices in an international context. Stage 4, like the work of the international management theorists, is largely a theoretical concept. Brislin, ; Mendenhall and Oddou, as key to improving cross-cultural interactions, although a lack of belief in cultural training programmes by top management means that it tends not to be used by companies Dowling and Schuler, Policies and practices are affected in terms of how they are developed and implemented to promote local autonomy, global coordination and integration. This helps employees grow professionally. They also recognise that cultural diversity will demand greater attention by HR professionals in contexts where there is a business demand for integration and coordination. Promote employees or let some of them go. Monappa views that in a multicultural work force, human resource practices have to be reactive rather than proactive. For this reason it is important to consider, in brief, three key concepts, integration, responsiveness and transfer of learning. For example, ,maintaining and improving labour relations might be more important in India which is characterized by labour instability, than it would be in another country like United States. A prospective candidate may reject the expatriate assignment either for personal reasons, such as family considerations, or for situational factors.
The process is also used to help companies evaluate their needs and to plan ahead to meet those needs. Schuler et al. The three primary motives for using expatriates are: To fill positions.
based on 102 review