INTERNATIONALIZATION CONSULTANCY REPORT

Internationalization HR Consultancy Report - Cultural Differences and Variations in typical HRM practices between Australia and the Countries of origin of the Exchange Lecturers

Internationalization HR Consultancy Report - Cultural Differences and Variations in typical HRM practices between Australia and the Countries of origin of the Exchange Lecturers

Introduction

This report will attempt to provide advice on the impact in practice that employing staff from overseas will have on HRM in the university. The report will identify the cultural differences and variations in typical human resource management practices between Australia and the countries of origin of the three (china, Japan and middle east) exchange lecturers. In order to do so adequately, the research driven paper will attempt to identify how these cultural differences and variation in practice will / might / could or should influence the human resource management practices and policies at Emajinarrie University to manage both local and overseas staff. In the process of doing so, the report will utilize a framework for cultural comparison.

Cross-Cultural Understanding and Implications for HRM

The management of diversity is seen as a way of respecting difference and represents a commitment by the employer towards its employees (Hassi & Storti, 2011). The integration of minorities is expected to be such a fundamental value source of social cohesion. Current economic research develops the idea that efficiency and fairness are two notions that will be increasingly linked, they are not in fact seen as the two terms of arbitration after which if one wins, the other must lose, but there are the complex interactions between the two concepts. If we accept the idea that wages should be conceived as a set of rules on playing different registers of the employment relationship, the standards of fairness and efficiency are intertwined to form different patterns (Björkman, Fey & Parks, 2007). The classic example of synergies between efficiency and equity resulting from the articulation of different standards is provided by the unemployment insurance that allows an unemployed worker to not to sell their labor power while preserving its human capital. From the perspective of corporate social responsibility, the need to disseminate this policy downstream subcontractors is also fundamental, the signing of protocols and charters common inciting them to respect diversity can be operational tools.

Among the most important benefits that are attributed to the adaptation strategy is cite the flexibility to accommodate the peculiarities of the environment, minimizing problems that can cause its politically sensitive nature, learning from of the subsidiaries as a source of innovations and the positive potential it has in the results business adaptation to cultural background of Australia (Lertxundi & Landeta, 2012). Among the arguments in favor of the export point, basically, the benefits of standardization distinctive competencies developed in the parent university in the subsidiaries, learning by transferring organizational knowledge developed in Central and derived from the integration and coordination of activities.

On one hand it says that among all functions, the HRD is the most similar to local practices, which is further object modeling for local sensitivity ...