INTERNATIONAL HRM

International Human Resource Management

International Human Resource Management

Introduction

Globalization has come to dominate much of the discussion in the Western world, whether in academic writing, popular press reports, or casual conversations among friends. Due to myriad factors, the international nature of the modern world has come to impact virtually all aspects of daily life. For several decades, there has been a growing recognition of this trend in the literature of human resource management (HRM) and the emergence of the literature of international human resource management (IHRM). (Mitra, 2003)

With globalization assuming such an important societal role, much has been written to develop our understanding of the implications of such processes. Such world developments have also seen their share of criticism, with violent outbreaks at meetings of the World Trade Organization and highly critical texts and political stances regarding the proper role of the multi-national corporation (MNC). Our purpose here is not to address such concerns, but to rather consider the impact that the global world has had on the profession of HRM.

The management and leadership of human resources is one of the most pressing and important concerns for all organizations. Organizations are only as good as the individuals that compose them and the leadership and management skills that shape and direct those individual contributions. The management of human resources is even more pressing in the nonprofit sector because of the importance of the missions that nonprofit organizations serve. This chapter examines the legal, management, and leadership concerns that currently face the nonprofit sector.

The idea of a formal human resource management department is often associated with large organizations that have many employees and with formalized processes for benefits and leave. The reality for many nonprofit organizations is much different simply because of the nature of the sector itself. Nonprofit organizations tend to be much smaller and less formal than organizations with formal human resource departments, but they nevertheless need to perform the functions embodied by formal human resource departments. Human resources practices apply to almost all organizations, including those that rely mainly on volunteers to accomplish their missions. While some of our discussion will revolve around those organizations with paid employees, concepts such as motivation, leadership, and diversity will apply to all organizations, regardless of size or formality. (Galunic, 2004)

International HRM of Hewlett-Packard

Strategic Issues

Human resources and strategies of Hewlett-Packard must be compatible, which implies changes in the time. HP's reputation for innovation and enlightened management of human resources was not admired only observers and experts in management, but also by its own competitors. Its mythical beginnings in a garage in California in 1937 to a group generating an annual turnover of nearly 50 billion dollars, capable of absorbing Compaq 2002, HP had always focused on innovation and continuous process of performance management sophistication, based on cultural values constantly reaffirmed. Historically, the main strength of HP had been its ability to bind strongly its strategy and management human resources, which allowed him to clarify its planning ...