International and relative human asset managemenT

International and comparative human resource management

International and comparative human resource management

Introduction

This paper will discuss different cultural factors that are involved in human resource management while comparing international and comparative human resource management.

Question 1

How important are cultural factors as opposed to past knowledge and experience for international assignments? Discuss in detail pros and cons of hiring an expatriate based on each criterion?

To what extent should an administration export its household HRM principles and practices to its worldwide operations? Your answer should consider SHRM(STRATEGIC HUMAN RESOURCE MANAGEMENT) (Strategic Human resource Management) in multi-domestic, multinational and global organisations in context of cultural, political and economic influences;

"To what extent should an organisation export its domestic HRM policies and practices to its international operations?"

The development of global strategies has been topic of interest for some 40 years. Organizations can choose among 3 basic approaches of multi domestic, multinational or global strategies as they develop global operations (Adler & Ghadar, 1992:12). This term paper will is organised as pursues: First an introduction on what HRM and worldwide HRM are. Second discuss 3 different business strategies that firms might engage in and implications for each of those strategies in exporting HR policies and practices. Third, contrast Adler & Ghadar form against other SHRM(STRATEGIC HUMAN RESOURCE MANAGEMENT) forms. Finally, some recommendations and assumptions are provided.

Multidomestic Strategy

A multidomestic strategy is collection of country or region based strategies due to different consumer tastes, preferences, and cultural and economic factors. Research argues that firms in regulated industries follow asymmetric strategies in that they seek to defend their home-country position by preventing rivals from competing on level playing field while pursuing entry into foreign markets as deregulation occurs. Given that deregulation has taken place at different moments in time and to different degrees from country to country, firms in regulated industries tend to follow multidomestic strategy of foreign expansion, namely, they pick and choose which markets to enter depending on specific circumstances present in each foreign country, arranging their operations with local rather than global logic in mind and engaging in limited cross-border coordination (Bonardi, 2004:110). This type of strategy works best if foreign entrant negotiates directly with host country government and obtains preferential treatment, something that can be more easily accomplished if executive branch is not constrained by prohibition power of other branches, that is when policy discretion is high. Research has acknowledged that technological or marketing skills are not as important in regulated industries as ability to deal with governments and regulators (Henisz and Zelner, 2005, p. 376).

As firms expand their operations and move more activities and functions to global marketplace, domestic sources of labour for international operations (Parent Country Nationals, or PCN's) become exhausted. Firms should gaze to localized (Host homeland Nationals, or HCN's) or other (Third homeland Nationals, or TCN's) causes of labor to augment household causes and supply much-needed localized knowledge (Marquard & Engel, 1993). Multidomestic strategies are associated with polycentric or regiocentric perspective, and compensation practices under this strategy can become quite ...