I. IntroductionHuman Resource management consists in the planning, organization, development and coordination, as well as control of techniques, that enable the company to promote the efficient performance of the personnel and at the same time allows indirectly and directly that the people who collaborate within the company will reach their personal objectives. Managing Human Capital means to conquer and to maintain people in the organization, who will work and give the maximum of themselves, with a positive and favorable attitude. HR represents all those things that cause that the personnel remains in the organization.
The following work will attempt to answer the question Can Inter-country differences affect HRM. What are some of the ways you expect "going international" will affect HR activities in your business, in order to answer this question this project will open with a review of the literature that has been written on the issues raised by the question above. It should be noted that a vast amount of writing has been done on these issues but only a few of them dimmed to provide the most benefit to the purposes and intent of this assignment have been sited.
The reason why going international affects not only HRM but the whole company in general is because organisations are not only based on elements like technology, machines or information; but "the key of a right company is its management and the people who participate in it", for this reason if we take in count that each person is a phenomenon subject that is affected for the influence of many variables then we can understand why going international will affect the main resource of the company which is the people and therefore the organization will have to adapt all the different areas of the company in order to meet the differences of the environment that eventually will affect the employees and the company itself.
This paper makes a review of Inter-country Differences towards HRM having in count the cultural differences and the effect that these have on Human Resource going international. To further illustrate this point, the group also takes a look at what has been written on the relationship between more fundamental issues of HR management and the general concept of HR globalisation paying particular attention to the subject matter of the above question. These issues that include, Cultural, Economical, Labour factors among some others are discussed in the body of this assignment bringing out the major difficulties that will be faced in each of these areas, by HR management departments in organisations that have opted to go international.
Examples are drawn from a variety of both secondary and primary sources and they serve to ilustrate the points that have been made. The work concludes with some suggestions as to how the difficulties that have been identified in the course of this work could be surmounted by HR managers.
II. Inter-country DifferencesAs business nowadays becomes more global, Human Resource Management becomes a bigger and more interesting issues for all organizations. The differences between each countries in terms of cultures, economics, legislation, or even environment have both direct and indirect influence to the owners, managers, employees, and other people related to the company. These influences cover the areas of Human Resource activities, which are recruitment and selection, training and development, and performance and reward management. Several years ago, researchers asked senior international human resources managers, "what are the key global pressures affecting human resource management practices in your firm?" and the three that emerged were:(Gourlay, S. 1999)Example 1:The case study called Cross-cultural Assessment over a Cup of Coffee from Vance (2006) could be one of the good examples showing how international difference would affect Human Resource. According to the case study, Livia is a consultant who work in the...
References: Katz, Daniel and Robert L. Kahn. The Social Psychology of Organizations. New York: John Wiley, 1978.
Gourlay, S. (1999) Knowledge Management and HRM, Croners Employee Relations (Review), March, Issue 8, pp. 21-27.
Evans, P., Pucik, V., Barsoux, J. 2002. The Global Challenge: Frameworks for International Human Resource Management.
Mendenhall, M.E., Kühlmann, T.M. & Stahl, G.K. 2001. Developing Global Business Leaders: Policies, Processes, and Innovations. Westport, CT: Quorum Books.
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