Facilitating Expatriates Cross Cultural Adjustment (A Case study of Expatriates from Pakistani Organization on Foreign (original) (raw)

International Human Resource Management and Its Challenges

International human resource management (IHRM) is how MNCs [Multinational Corporations] manage the competing demand of ensuring that the organization has an international coherence in and cost effective approach to the way it managers its people in all the countries it covers, while also ensuring that it can be responsive to the differences in assumptions about what works from one location to another. (Dickmann et al, 2008,p.7) According to (Sparrow and Braun, 2008,p.96) IHRM is the way in which the HRM function contributes to the process of globalization within multinational firms. (Snell,Bohlander and Vohra,2010,p.506) Explains managing human resource functions such as recruitment, selection, development, and compensation of employees effectively and integrating those activities to achieve global advantage in an international setting is as a challenge to the management of the multination firms.

Ch 12. Strategic HRM Management of International Assignments

International Business, 2007

International managers constitute valuable resources that organizations do not always use to the best of their potential. Further, senior managers assigned to positions in foreign subsidiaries do not always live up to their bosses’ expectations. When they succeed in their international assignments, they often leave the organization upon returning to their country of origin. Organizations can reverse this trend by encouraging managers’ international mobility, through better planning of assignments, better recruitment and selection practices for international assignments, better pre-departure preparation, better performance management, and better management of the return of their international managers. The following challenges are associated with the strategic management of international assignments: • Assigning the right kind of international manager to the right position, at the right time • Designing international HR practices for balancing generic and local needs on the one hand, and control, coordination, and autonomy needs on the other • Establishing balance between global competitiveness and reactiveness to the local environment’s peculiarities • Identifying the needs for international personnel with a high degree of precision • Strategic management of international assignments and of international personnel at the lowest cost: what type of international employee must be chosen, and to fulfill which position? Which type of contract must be drafted? In the following sections, we will first look at the different approaches to international staffing, the reasons for using international assignments, and the different types of international employees. Then, we will propose a model for the strategic management of international assignments. Finally, we will look at the role played by women in the global arena.

International Human Resource Management and Industrial Relations: A Framework of Analysis

IHRM is set of organizational activities aimed at effectively managing and directing human resources/labour towards achieving organizational goals. Typical functions performed by HRM staff would be recruitment, selection, training and development, performance appraisal, dismissal, managing promotions and so on. IHRM can be defined as set of activities aimed managing organizational human resources at international level to achieve organizational objectives and achieve competitive advantage over competitors at national and international level. IHRM includes typical HRM functions such as recruitment, selection, training and development, performance appraisal and dismissal done at international level and additional activities such as global skills management, expatriate management and so on. In simple terms, IHRM is concerned about managing human resources at Multinational Companies (MNC) and it involves managing 03 types of employees namely,

Pre-expatriation: the role of HR factors in the early stages of internationalization

While there has been considerable research on the early stages of internationalization, HRM aspects have not generally been part of this work, even though many of the important variables revolve around the key people involved and such aspects as their knowledge and networks. In this article, the somewhat neglected area of HRM and intemationalization before full-scale expatriation is examined. From the limited available research, it would appear that, within companies, many of the emerging HR issues in early intemationalization are dealt with as and when they arise, in a relatively ad hoc matiner, often through the maiketing department. It is argued that there is potential for a more substantial role to be played by HR staff, but this may well depend on the development of more intemationally oriented HR staff as a starting point.