International Human Resource Management

International Human Resource Management includes the firm’s work systems and its employment practices. It embraces both individual and collective aspects of people management. It is not restricted to any one style or ideology. It engages the energies of both line and specialist managers (where the latter exists) and typically entails a range of messages for a variety of workforce groups’. (Boxhall, P. and Purcell, J. 2008).
HRM responsibilities include:
  • Recruitment and selection
  • Training and development
  • Human resource planning
  • Assessing performance of employees
  • Payment and reward systems
  • Initiatives to align employee developments to corporate strategies.

 

International Human Resource Management (IHRM)

Boxall, P. (1992) defined International Human Resource Management (IHRM) as ‘concerned with the human resource problems of multinational firms in foreign subsidiaries (such as expatriate management) or more broadly, with the unfolding HRM issues that are associated with the various stages of the internationalisation process. (Boxhall, P. 1992).
Mark Mendenhall (2000) sought to be more specific by outlining a number of criteria relevant to a definition of IHRM:
  1. IHRM is concerned with HRM issues that cross national boundaries or are conducted in locations other than the home country headquarters.
  2. IHRM is concerned with the relationships between the HRM activities of organisations and the foreign environments in which the organisations operate.
  3. IHRM includes comparative HRM studies; e.g. differences in how companies in Japan, Thailand, Austria and Switzerland plan for upgrading of employee skills and so on.

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