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IHRM
International Human Resources Management
In today's fast-paced and highly interconnected and interdependent business environment, most companies even of a medium size that are attempting to grow and remain significant and viable players in their industry have had to include some level of international expansion, hiring, or at the very least contracting. The rapid growth in communications technologies and the ever-increasing efficiency of shipping has made international commerce and business not simply easier and more sustainable, but the new way of life for most businesses and industries. This has of course led to new challenges that must be overcome in order to take advantage of the new opportunities that are provided by the existence and availability of this international and indeed global market for many industries.
One area in which significant changes have occurred is human resources management; as more and more individuals from different countries find themselves working with each other, and/or for foreign companies and in foreign lands, a host of issues has cropped up that makes international human resources management somewhat ore difficult. Many of the concepts and practices in international human resource management are still largely the same as in standard human resource management, but there are certain details in all elements...
2008). This paper will examine several key components of change in international human resources management for a typical mid- to large-sized corporation operating internationally.
One of the most basic changes that must be made when a company begins to operate internationally, and one that might seem obvious yet that has many subtle details that might be overlooked, is in the staffing of the firm (Dowling et al. 2008). Internationally operating business organizations have significant options when staffing managerial and leadership positions that do not exist for domestic companies. Such company figures can be parent company nationals (PCNs, from the country where the company is base), host country nationals (HCNs, from the country where the manager/executive will be working), or third country nationals (TCNs, from another country where the organization operates) (Dowling et al. 2008; Stahl & Bjorkman 2006). There are significant advantages and risks to each selection, and the multicultural as well as personal and organizational issues need to be taken into account when making such decisions (Stahl & Bjorkman 2006).
This touches on another major and seemingly obvious are of change in…
References
Briscoe, D. Schuler, R. & Claus, L. (2008). International Human Resources Management. New York: Routledge.
Dowling, P., Festing, M. & Engle, A. (2008). International Human Resources Management. Mason, OH: Thomson.
Gold, J., Thorpe, R. & Mumford, A. (2010). Handbook of leadership and management development. Burlington, VT: Gower Publishing.
Stahl, G. & Bjorkman, I. (2006). v Handbook of research in international human resource management. Northampton, MA: Edward Elgar Publishing.
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