INTER-COUNTRY DIFFERENCES AND HRM PRACTICES

Inter-country differences and HRM Practices



Inter-country differences and HRM Practices

Introduction

In the twentieth century, the personnel function took an ever more important core function of the any business organization. The major contents of HRM practices included: remuneration, career management, study skills and workstations, assessment of individuals, social work, negotiations, information, training, organization, requirements planning, participation, etc. These practices are based on knowledge more or less validated by research, they are based on principles or epistemological positions that are rarely mentioned, and may be a critical reflection (Ichniowski, 1996, p. 299).

Historians have shown that the practice prior to the function: "we can say that the nineteenth century is the Personnel function without personnel services, the twentieth century that the Custom function with personnel services". To stick to the twentieth century, the Personnel gaining importance under the double influence of the strengthening of social law and social protest movements. The two world wars were also an enrichment practices and strengthening the personnel function effect as wars often outweigh the need to extend the civil organizations in a bit of solidarity from the battlefield.

Human resources should be considered as a strategic factor, not only for their role in the implementation of the strategy, but also its power to become a source of sustainable competitive advantage. In this sense, the relationship between strategy and management of human resources has attracted increasing interest and is analyzed from different perspectives (Cotton, 1993, p. 29). This paper explores the question whether intercountry differences affect HRM practices and strategies. Secondly, the paper also focuses on specific activities an international HR manager typically engages in. For this purpose, a detailed analysis of the literature has been conducted to critically analyze the above mentioned goals of this paper.

Literature Review

Cross and international human resources leads either to address the human resources in an international perspective, is to address international in human resources. Also, the International Human Resources Management (IWRM) is at the intersection of two fields, the Human Resources Management (HRM) and international management (McKenna, 2002, p. 64).

Consider the international dimension of HRM invites two problems:

1. Comparative approaches to HRM practices.

2. Management of international mobility of employees

The first problem is to compare different aspects of the HR function in different countries. Often these comparative studies of HRM practices find differences but explain little or not at all.

Comparative work is increasing. They observe different HRM practices in several countries. However, few studies have focused so far on the process by which HR practices spread across countries. Barriers to the spread are also little known. An international group of scientists convened by the Open University professor has set a target to develop empirical research and theories on the transfer of management practices of human resources between different national contexts. As a member of this group, this work will be detailed in subsequent sections.

The debate at the European level focuses on the convergence of HRM systems within the European Economic Area, and between European systems and ...