International Human Resrouces

Topics: Human resource management, Management, Human resources Pages: 17 (3923 words) Published: November 26, 2014

Bilal Itani

International Human Resources Management

Lecturer: Mr. Chamberlain

Fall 2014

Table of content

1.0 Introduction3
2.0 Recruitment and selection of employees for international assignments3 3.0 Types of international employees4
4.0 Expatriate roles and characteristics of expatriate managers6 5.0 Expatriate failures 7
6.0 Repatriation issues8
7.0 Cross Cultural Training9
8.0 International management development9
9.0 International compensation management11
10.0 International performance management12
11.0 Conclusion13

1.0 Introduction

Jackson et al. (2009) define Human resources as “all the people who currently contribute to doing the work of the organization, as well as those people who potentially could contribute in the future, and those who have contributed in the past”. Human resource management, is explained by Byars and Rue (2006) as a system of strategies and processes that concentrate on effectively managing employees at all degrees of an organization to attain organisational objectives. International Human resources on the other hand, is concerned primarily and mainly with the global management of human rescues. It is the activities behind attracting, sourcing and effectively managing human resources in a multinational organisation. In this assignment, the author will be acting as a consultant to aid the CEO of Sion Airport Mr. Bernard Karr, who is searching for an advice regarding the expansion of the airport. The author will be discussing several International human resources issues, where the theory will be presented first, followed by its application to the case study.

2.0 Recruitment and selection of employees for international assignments

Recruitment is explained as looking for and acquiring job candidates in ample numbers and quality so that the company could nominate the most suited individuals to fulfill its job requirements. On the other hand, selection is the activities of collecting information in the aim of assessing and determining the individual to be employed in a specific job (Gomes).

The staffing mindsets include, ethnocentric, polycentric, regiocentric and geocentric. 1. Ethnocentric: It is best suited for multinational companies that are selecting managers from a parent country national. Important decisions are carried out at headquarters and the autonomy of foreign subsidiaries is at a minimum. Following this approach, technology professionals and senior management normally would all be parent country nationals and the room for promotions of host country nationals to HQ is tight (Perlmutter,1969). Usually, an ethnocentric staffing policy is best suited in cases where, (1) recognised lack of competent HCNs, (2) required to sustain a universal corporate culture among all subsidiaries, (3) more loyalty and control of HCNs and (4) key decisions are central. On the other hand, the challenges that such policy approach poses include, (a) denied promotional possibilities for HCNs, (b) expatriate managers may not be able to adapt to local situations early and easily and (c) they are frequently poorly trained to face for such assignments and as such the rate of failure is high (Aswathappa 2007).

2. Polycentricism: signifies that MNC pursues to acculturate to the local cultural demands of subsidiaries. The management policy would be directed towards meeting local needs, the service or product is customised according the the consumer’s taste. Under polycentricism, staffing activities foreign to the home country are handled by people from the HC. Polycentricism offers several key advantages to the adopter, these include (1) cost efficiency, (2) provides a level of empowerment and freedom in decision making to subsidiary heads, and (3) subsidiaries are better equipped to adjust to the local tastes and needs. On the negative side,...

References: Adler, N. 1981, ‘Re-Entry: Managing Cross-Cultural Transitions’, Group & Organization Studies, vol. 6, no. 3, pp. 341-356
Ashamalla, M
Aswathappa, K. 2007, International HRM, Tata McGraw-Hill education, New Delhi.
Avril, A., & Magnini, V
Black, S., Gregersen, B. and Mendenhall, E. 1992, Global Assignments, Jossey-Bass, San Francisco, CA.
Campbell, R. 1969, United States military training for cross-cultural interaction,
Office of Naval Research.
Dikken, S. & Hoeksema, H. 2001, The palette of management development. Journal of Management Development, vol.20, no.2, pp.168-179.
Dowling, P. J., Festing, M. and Engle, A. D. 2008, International Human Resource Management, 5th Ed, South-Western Publishing.
DOYLE, M., 2004, Management development, In: I. BEARDWELL, H. and T. CLAYDON, eds, Human resource management: A contemporary approach. 4 edn. England: FT Prentice Hall, pp. 361-418.
Hamill, J. 1989, “Expatriate policies in British multinationals”, Journal of General Management, Vol. 14 No. 4, pp. 19-26.
Harzing,W. & Ruysseveldt,V. 2004, International Human Resource Management, 2nd ed., Sage Publications Ltd, London.
Haslberger, A. 2005, “Facets and dimensions of cross cultural adaptation: refining the tools”, Emerald Group Publishing Limited, vol. 34, no. 1, pp. 85-109.
Hurn, J
Jackson, S., Schuler, R. and Werner, S. 2009, Managing Human Resources, 11th edn, South Western, U.S.A.
Kealey, D
Littrell, L.& Salas, E. 2005, A review of cross-cultural training: Best practices,
guidelines, and research needs, Human Resources Development Review, 4(3), pp 305-334.
Mendenhall, M., Dunbar, E. & Oddou, G. 1987, Expatriate selection, training
and careering-pathing: A review and critique
Morris, M. & Robie, C. 2001, A meta-analysis of the effects of cross-cultural training on
expatriate performance and adjustment, International Journal of Training and Development,
Mutsuddi, I. 2012, Managing Human Resources in the Global Context, New Age International, Daryaganj, IND. Available from: ProQuest ebrary. [3 November 2014].
Perlmuter,V. 1969, The tortuous evolution of the multinational corporation, Columbia Journal of World Business, 4(1), pp 9-18.
Rahim, A. 2010, Repatriation issues relating to expatriate managers: A critical review, ASA University review, Vol. 4, n.2, pp 209-222
Segupta, M
Stroh, L., Gregersen, B. & Black, J. 1998, ‘Closing the Gap: Expectations Versus Reality Among Repatriates’, Journal of World Business, vol. 33, no. 2, pp. 111-124
Treven S
Wilson, S., & Dalton, M. 1998, International Success : Selecting, Developing and Supporting Expatriate Managers, Center for Creative Leadership, Greensboro, NC, USA. Available from: ProQuest ebrary. [3 November 2014].
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Legal Human Rights Essay
  • Essay on How Human Rights Protect the People
  • The Efficacy of the Local Government in Upholding the Principles of Human Rights Essay
  • International Human Rights Essay
  • Human Rights Essay
  • Converse Human Rights Issue Essay
  • Human Rights and Globalization Essay
  • The Effectiveness of Human Rights: Legal Studies Research Paper

Become a StudyMode Member

Sign Up - It's Free