Implication of Internalization on Hr Strategy and Policy
1.0 Introduction In fact, individuals from different cultures behave differently. Consequently, it affects the organisations in terms of performance and their ability to implement Human Resource Management (HRM) internationally. Certainly, national culture brings some impact on International Human Resource (IHR) policies and strategies. There are several main programmes emerging inside organisations as they globalise. For instance, they need to recruit, select, train and develop a broader set of international employees. It includes expatriates, as well as frequent international commuters, individuals sent overseas on short-term business projects, immigrants, or domestic employees dealing with customers from global markets (Sparrow, 2007).
2.0 Differences between Domestic HR and International HR Harris et al. (2003) stated that HRM is a key to success for any companies. HRM is the activities concerned in acquiring, developing and using people in a business. Then, International Human Resource Management (IHRM) scrutinizes the approach in which organizations deal with their human resources across the different national context. Of course the international context has more complexity than domestic HRM. Besides, cultural environment, industry in which a multinational company is involved, dependence of the multinational on its home-country, and the approaches of senior management also be part of the factors that make differences between domestic and international HRM. According to Morley and Collins (2004), companies operating in different national environments are faced with a complex variety of cultural and institutional specificities that make organization in a multinational context particularly more complicated. Hence, there are several main dissimilarities between managing human resources in an international context as compared to a domestic one. For example, the HR workload is increasing when company operates in an international environment,
2.0 Differences between Domestic HR and International HR Harris et al. (2003) stated that HRM is a key to success for any companies. HRM is the activities concerned in acquiring, developing and using people in a business. Then, International Human Resource Management (IHRM) scrutinizes the approach in which organizations deal with their human resources across the different national context. Of course the international context has more complexity than domestic HRM. Besides, cultural environment, industry in which a multinational company is involved, dependence of the multinational on its home-country, and the approaches of senior management also be part of the factors that make differences between domestic and international HRM. According to Morley and Collins (2004), companies operating in different national environments are faced with a complex variety of cultural and institutional specificities that make organization in a multinational context particularly more complicated. Hence, there are several main dissimilarities between managing human resources in an international context as compared to a domestic one. For example, the HR workload is increasing when company operates in an international environment,
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