How Cultural Differences Affect International Human Resource Opertions
Introduction
This task was set to explore the importance of cultural differences and how they influence how people are valued within organisations operating on a global scale. While there is sufficient text on International Human Resources Management (IHRM), the matter of how organisations and HR are influenced by these cultural differences has not yet been sufficiently discussed. Therefore, the aim of this essay is to discuss how cultural differences have an impact on HRM on a global scale and how the processes of recruitment and selection and employee reward affect employees.
Through this discussion the following elements will be discussed: International Human Resource Management, how cultural differences influence organisations, how people are valued on a global scale and how the practices of recruitment and selection and training and development have an effect on the cultural values and differences of an organisation.
International Human Resource Management
Human Resource Management has become an evolutionary aspect of global business today. As the rapid expansion of global business increases, so does the efforts of Human Resource teams everywhere. As more and more companies start to operate on a global scale, there has been a more pronounced impact on various business functions. HR representatives must develop skills, knowledge and experience in the international markets to ensure their organisations are successful in this challenging and perhaps turbulent environment. Effective people management skills are paramount, as international expansion and operation can place large amounts of pressure on resources and people. Ultimately, IHRM needs to be “responsive to the changing context within which it has been operating and to key events in the external environment.” (Reilly, P. & Williams, T., 2006)
Today, many HR representatives working in a global business world face the same difficulties, but also face other new challenges that relate to
This task was set to explore the importance of cultural differences and how they influence how people are valued within organisations operating on a global scale. While there is sufficient text on International Human Resources Management (IHRM), the matter of how organisations and HR are influenced by these cultural differences has not yet been sufficiently discussed. Therefore, the aim of this essay is to discuss how cultural differences have an impact on HRM on a global scale and how the processes of recruitment and selection and employee reward affect employees.
Through this discussion the following elements will be discussed: International Human Resource Management, how cultural differences influence organisations, how people are valued on a global scale and how the practices of recruitment and selection and training and development have an effect on the cultural values and differences of an organisation.
International Human Resource Management
Human Resource Management has become an evolutionary aspect of global business today. As the rapid expansion of global business increases, so does the efforts of Human Resource teams everywhere. As more and more companies start to operate on a global scale, there has been a more pronounced impact on various business functions. HR representatives must develop skills, knowledge and experience in the international markets to ensure their organisations are successful in this challenging and perhaps turbulent environment. Effective people management skills are paramount, as international expansion and operation can place large amounts of pressure on resources and people. Ultimately, IHRM needs to be “responsive to the changing context within which it has been operating and to key events in the external environment.” (Reilly, P. & Williams, T., 2006)
Today, many HR representatives working in a global business world face the same difficulties, but also face other new challenges that relate to
References: ARMSTRONG, M., 2001, A Handbook of Human Resource Management Practice, 8th ed, Kogan Page:London BLACK, J.S., GREGERSEN, H.B., MENDENHALL, M.E., & STROH, L.K., 1999 Globalising People through International Assignments, Addison-Wesley: USA CALIGIURI, P., “Selecting expatriates for personality characteristics: A moderating effect of personality on the relationship between host national contact and cross-cultural adjustment.” Management International Review, 40, pp.61-80 ESTIENNE, M., 1997 JACKSON, T. 2002. International HRM: a cross-cultural approach. SAGE Publications:London JOYNT, P., & MORTON, B., 1999 REILLY,P., & WILLIAMS, T., 2006. Strategic HR: Building the Capability to Deliver. Gower Publishing Limited:England. SCULLION, H Bibliography ARMSTRONG, M., 2001, A Handbook of Human Resource Management Practice, 8th ed, Kogan Page:London ESTIENNE, M., 1997. “The art of cross-cultural management: ‘an alternative approach to training and development.’” Journal of European Industrial Training. JACKSON, T REILLY,P., & WILLIAMS, T., 2006. Strategic HR: Building the Capability to Deliver. Gower Publishing Limited:England. SCULLION, H TAYLOR, S., 2008 People Resourcing, CIPD:London