International Human Resource Management

Abstract

Of late, the number of global companies that transcend national boundaries is growing steadily, and more and more pople are being recruited/sent overseas, giving rise to the problem of international human resource management (IHRM). The main types of international organisations are discussed. PCNs, HCNs and TCNs are main sources of staffing foreign subsidiaries. The three approaches to staffing global organisations are ethnocentrism, polycentrism and geocentrism. Outsourcing is also used by some global organisations. The key traits sought among candidates for foreign assignments are appropriate personality, proper family background, organisational requirements, good communication skills in the desired language(s), cultural exposure, etc. Orientation, training and development programmes should be well thought out and duly executed. The balance sheet approach and global approach are the two main approaches followed to determine the salaries and perks of managers on international assignments. Performance appraisal of international managers involves many issues which have also been duly discussed. There are six cultural dimensions contained in the Hofstede’s model, which may have implications in importance of cultural differences awareness and practical application of theory. The Hofstede’s model has also certain limitations at the national level, organisational level, occupational level and gender level. Despite this, the model is quite relevant as every aspect of HRM can be influenced by cultural differences along one or more dimensions of the model.

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