The Similarities between Domestic and International Human Resources Management (original) (raw)

The Similarities between Domestic and International Human Resources Management R

2020

Nowadays in the globalization environment of doing business, operations go beyond boundaries, and this is also related to human capital. Human resources management in the era of globalized development of the business is becoming a key strategical department, due to the importance of global sourcing of resources. In this paper, we investigate the difference as well as the similarities between domestic and international human resources management. The first part of this essay is investigating the similarities between domestic and international human resource management. Firstly, the common characteristic between domestic and international HRM is by nature of things the basic functions of HR in the company organization. The main target of human resources management is to effectively employ the human capital which is in the organization.

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.

GLOBAL PERSPECTIVES OF HUMAN RESOURCE MANAGEMENT

IJRAR, 2019

Human resource management is an important management activity of an organization, which check the efficiency and steps required to enhance the productivity of human resources via motivation, grievance redressal process, knowledge upgradation by training and development activities etc. In current scenario of globalization and extreme competitive environment one needs address issues of human resources in a comprehensive manner. In this regard the following article tries to focus on the innovative and strategic approach of present management towards managing the people.

Introduction: globalizing international human resource management

In this Introduction, we have sought to explain the rationales in putting together a 'Special Issue' on Globalizing International Human Resource Management (IHRM). These include, first, coverage of as wide a range of regional and national cultures as possible; second, presentation of as wide a set as perspectives as possible; and last, discussion of how these may shape both theory and practice in the field.

Human Resource Management in an International Context

an' IHRM. The case study presented at the end of this chapter provides insights into convergence and divergence of HR practices, drawing on evidence from multinational companies operating in a developing country.

The internationalization of human resource management

Journal of International Management, 2000

As we enter the new millennium, we are witnessing the rapid appreciation for and development of all aspects of global and international activities and issues associated with and affected by human resource management. In order to understand the internationalization of human resource management, this paper reviews three recently published works by Poole (1999), Schuler and Jackson (1999) and Storey (2000) to map out past research and emerging areas within this field of study.

Human Resources Management in Multinational Companies

2022

Human resource management (HRM) has a significant impact on companies' performance, as evidenced by research conducted in multinational companies (MNCs) based in Central Europe. This book provides a unique perspective of activities conducted in the HRM field in local subsidiaries of such enterprises. It also presents results verifying many hypotheses for each of the six models for single HRM subfunctions and their four relationships with the results of company performance. Particular chapters are devoted to activities including staffing the organization, shaping employee work engagement and job satisfaction, conducting employee performance appraisal, employee development, managerial staff development, and employer branding. The author used the Partial Least Squares Structural Equation Modeling to verify the research hypotheses. Readers will acquire knowledge about HRM practices in organizations in which the overwhelming ownership capital belongs to MNCs headquartered in Central Europe. The research findings presented confirm the positive impact that HRM activities have on the results of this type of enterprise in such areas as finance, quality, innovation, and HRM itself. The research also sheds light on the new, interesting regularities identified in this regard, e.g. the perception of human factor as a competitive factor. This book will be of interest to academics, researchers, and advanced or postgraduate students who are interested in the latest research on HRM in MNCs in the region of Central Europe.