IHRM

International Human Resource Management



International Human Resource Management

Introduction

The paper makes emphasis on the analysis on the different issues and theories of both the International Human Resource management and comparative human resource management. The paper also makes discussion on the different globalisation theories, and the comparison between the international and European employment systems. This paper is a reflection of the importance of political ideology as an influence on government actions, policies and legislation.

International Human Resource Management Theories and Issues

International Human Resource management IHRM) is key strategic decision of the top manager of organizations to select the right employees' decision while they go for international venture. Any disruption in the control of human resources can damage the image of the organization (Sparrow, 2007, p. 323). Wrong selection of international human resources can make an organization less competitive. It is not worthy for organization spend more than return on investment (Richter, 2011, p. 23). The individual productivity and efficiency is one of the important key performance indicators for any domestic or international organization (Camp, 2006, p. 18).

It is very important for an international organization to manage their human resources. It is very important for them to modify the classical patterns of work and incorporate into their services some intangible factors, and take into account the human capital base is important as a generator and power of the distinctive capabilities of organizations. The multinational entities must first change the erroneous approach of personnel administration that persists in Human Resources and take a strategic view of the Human Resources Department, as this intangible asset is a priceless source of competitive advantage (DeMarie, 2008, p. 22). Develop strategies that foster a constant and continuous talent, learning, creativity and innovation within organizations. Promote communication, leadership and teamwork in order to multiply the effect of creating a competitive advantage through human resources. When a company goes global, it has to manage people from a number of different countries. There will be people in the workforce of the organization, who would be belonging to different cultures and would have different approaches towards life. Therefore, it is very important for managers at an international technology oriented organization to manage their employees, who belong to different areas of the world (Fleetwood, 2009, p. 270).

Sparrow (2007) explains that current practice of international human resource management is undergoing change in areas such as recruitment, staffing, management of development and paying for performance. However, he opines that theory has not caught up with the change in the ground and that international human resource management theory is still “driven by concepts rooted in the global staffing strategies”. This means that empirical international human resource management still takes a rather ethnocentric view of international staffing. Sparrow (2007) also highlights the fact that international human resource management policies are often driven by theory, and documents the existence of a gap between policy and practice in international human resource management. Sparrow (2007) has also concurred with the view that there is a lack of theoretical support for current international ...