N630M2 Human Resource Management

Introduction:

International human resource management (IHRM) refers to a group of different activities whose objective is to manage organizational human resource at different levels mostly the international level to have an advantage over their competitors. It consists of all the operational aspects if an organizations human resource, payroll, talent management processes on a global scale. Factors affecting this approach include the level if international experience, foundation of the global subsidiary, national culture at the headquarters, nature of the company may be restricted by government policies and regulations, among other others (Brewster,2012).

International Human Resource Management strategy debate.

Like any other social sciences IHRM is prone to criticism. The debates are mostly derived from perspectives that are competing. There are different debates relating to IHRM which includes unitarist, radical and pluralist models of the organization. In the unitary perspective unitarists keeps in mind the individuals and society interests. The managers and the staff of the organization have similar goals and objectives which need to be fulfilled. In this debate the organizations are assumed to act in the interest of leadership of the organization and the human resource people are loyal to the interests of the organization. Forces that are disrupting contribute to conflict in the organization. In this case the HRM is always associated loyalty and cooperation of the human resource. In addition HRM ignores the needs of the individual and focuses on the needs and goals of the organization.

The radical perspective 

This perspective is associated with Marxist views on work, the society and the organization. The relationship between the workers of the organization and the management is determined by the policies and practices set by the organization. The perspective incorporates the policies to individuals, policies that will reduce the work force resistance of employees to management,. policies that will develop the work force.

The pluralist perspective

In this perspective the groups that represent the society are able to bargain with the government to have an agreement. The groups should be powerful and influential so that it bargains for the needs and rights of the employees in the organization.  This perspective is different because it is leads to a change through conflicts. The HRM is concerned with the needs and interests of the organization stakeholders.  The pluralist perspective is equally relevant to business organizations because it will fight for the needs of the employees by involving the government in its operations. Also the other perceptive need to be incorporated in businesses.

Best practice vs. best fit

Best fit approach emphasizes alignment of human resource and organizational strategies. It ensures suitability of circumstances along   with culture and operational process. This approach believes that firms reward should be aligned to organizational strategy and its   objective is to achieve competitive advantage. However this approach is subject to multiple alterations since it’s inflexible to change also its glass majorly stresses on limitations hence difficult in showing interconnection.

Best practice approach focuses on existence of certain bundles of human resource activities which universality gives companies support in reaching advantages irrespective of its organizational settings. It states a bundle of policies including reward system and its practices involved bring about high motivation and employee commitment. disadvantages of this approach include reduction of employee collaboration as it focuses on independence affecting team work.it is also hard to find a universal best practice due to insufficient methodology and theoretical definitions.

Both approaches offer powerful tools for shaping harm processes in an organization. There is no absolute judgment on which approach to rely on depending on performance, approach works best, although best is preferred because it interests  human resource practitioners when it comes to decision making in management process.

Differentiation v Intergration

Differential

Differentiation takes place in large organizations or companies in which the departments form their own corporate culture separate from the parent company. In this case the finance staff of a given differentiated company may have different ways of dealing with issues from the sales department.

Integration

Integration on the other hand relates to the   different ways in which the company is able to coordinate the activities and its operations. An integrated company will have intact connections between the different products lines and the departments which each working under a set of rules. The management dictates and controls all the activities of the organization from the top.

Convergence vs. divergence

There is an increased concern on convergence and divergence over human resource management of global organizations since both are used to describe the directional relationship of the trends, prices or indicators. Convergence also referred to as a universalist paradigm (Girgin,2005). This approach stresses on universality of sound management leading to countries becoming more alike and interlinked whereas in divergence approach companies its strategies unique to host country context to continually sustain its business in different countries.

Universalist vs contingency

Universalist stresses on uniformity in globalization, international and advancement if technology. It prefers the best practice approach and   believes that competition encourages   competitiveness and survival of multinational companies. Whereas the convergence   emphasize in cultural diversity globally. Uses the best fit approach and it suggests that  multinational companies must constantly adjust and change their human resource strategies to fit the trends since their systems are affected by internal and external factors (Wilson,2014).

Local responsive human resource management

Local responsiveness or localization is the willingness of firms to consider local cultures and need in making adjustments to their products services. Factors driving localization include environment of different institutions, roles of different subsidiaries, and the environment involving the cultures of different citizens influenced by the culture of the area.

Global Standardization of human resource management:

This is the standardization of global subsidiaries management practices towards the HQ practices e.g the organization context, host-country context and strategic issues. Organization context comprises of strategy and firm structure, size of and maturity of the firm and the mode of operation used. Standardization depends on the environment host. According to Harris,(2012) this means the organization should be well conversant with the host’s culture, work behavior.  Interaction of culture of the main country,  and  culture of the corporate which influences standardization and adaptation. Cultures and institutional context have great impact on human resource management practices.

The purpose of standardization is to ensure transparency, consistency and enhances alignment if workforces based in different geographical location but having common principles and objectives for global organization adoption of global corporate cultures makes it possible for it to realize its goals by avoiding cultural clashes.

Functional difference of harm and international human resource management

1.HRM deals with local recruitments, management and development of employees while IHRM involves the hiring of individuals and also the improvement of their performance in the various countries that are situated.

2.IHRM trains and orients employees of different cultural, ethical and religious values but HRM manages does not

 In conclusion, all the practices are important in making decisions in international human resource management but the most preferred approach that is mostly used is the best fit and best practice in the organization as it leads to productivity in the human resource management (Stahl,2012).

References:

Brewster, C., & Mayrhofer, W. (Eds.). (2012). Handbook of research on comparative human resource management. Edward Elgar Publishing.

Daley, D. M. (2012). Strategic human resource management. Public Personnel Management, 120-125.

Harris, M. M. (Ed.). (2012). Handbook of research in international human resource management. Psychology Press.

Stahl, G. K., Björkman, I., & Morris, S. (Eds.). (2012). Handbook of research in international human resource management. Edward Elgar Publishing.

Ulrich, D., Brockbank, W., Yeung, A. K., & Lake, D. G. (1995). Human resource competencies: An empirical assessment. Human Resource Management, 34(4), 473-495.

Wilson, J. P. (2014). International human resource development: Learning, education and training for individuals and organisations. Development and Learning in Organizations, 28(2).