IHRM Essay for Cross Cultural Essay - myassignmenthelp.com

Question: Write about theIHRM Essay for Cross Cultural Essay. Answer: Introduction Described as the work systems and its employment practices of any firm, the human resource management of a company embraces both the collective and individual aspects of the people management. It is not restricted to any ideology or style but engages energies of both specialist and line managers and includes the responsibilities of HRM such recruitment and selection practices, training and development of employees, and human resources planning. Not only that the function of the HRM also include instituting reward and payment systems, assessment related to the performance of different employees and various initiatives to align the development of employees to corporate strategies. There are two types of HRM management at different levels and they are at the domestic and international level (Boxall, Purcell, 2011, pp. 34). About IHRM With continuous research and development in communication and internet technology, more and more companies are expanding their operations throughout the world in a quest to reach out new markets, expand the marketing and sales of their products and services and increase their revenue and profit. An important of the organization, the main focus of HRM is to identify requirement of personnel, recruit suitable candidates, attract the best talent, train and develop their skill-set, and retain them for a successful business or venture, and increase market share. In their research article Welch Bjorkman, (2015) state that, IHRM is subsumed into or overlap with the related research areas of cross-cultural management or comparative human resource management. Not only that, in their research work, Briscoe, Schuler Tarique (2016), describe IHRM as the study as well as an application of all types of human resources management activities that impact the management process of human resources in any company in the global environment. The key word here is the global environment that includes diverse workplace or the office premises in different cultural or cross-cultural societies and this remains the greatest challenge faced by IHRM in any global or multinational corporation (Manroop, Boekhorst, Harrison, 2013). IHRM is mainly concerned with HR issues that cross national borders or when this function is conducted in various locations other than the home country offices. The main focus of IHRM is to create, and maintain the relationship between the HR department of an organization and foreign environment in the areas of operation of that particular organization Pudelko, Reiche, Carr, 2014). The IHRM include various aspects such as recruitment and selection, staff induction, performance appraisal, career management and occupational health and safety. Defined as a business environment where citizens of different region or countries and bring different viewpoints, values, and business practices, the cross-cultural issues remain the core problem in IHRM whose resolution can decide the extent of success and failure of that particular organization in the market (Shen, Chanda, Dnetto, Monga, 2009). During its functions, the IHRM faces a wide-range of challenges related to cross-cultural issues such as cross-cultural communication, cultural differences, sustaining international operations and host and foreign countries issues (Pudelko, Reiche, Carr, 2014). One of the best examples of the seriousness of the cross-cultural issues remains the recruitment and selection of the employees. Recruitment and selection of the employees and cross-cultural issues The recruitment and selection of the employees in the organization remain the core activity of the HRM department whether it is at the domestic level or the international level. In this regard, the main focus of this department remains to attract and retain the best talent available in the market (Vaiman, Brewster, 2014). For this purpose, IHRM practices take four approaches that have become very common as more and more companies try to seek out best talent throughout the world. These four approaches include ethnocentric, polycentric, geocentric and regiocentric approach (Luu,Rowley, 2016). With the ethnocentric approach, IHRM seeks to fill-up the key positions by the nationals of the parent company. Similarly, the polycentric approach, IHRM seeks to fill-up key position with the host country national for the management of the subsidiary in the host country. The third approach is geocentric recruitment approach where the organization seeks to recruit best people regardless of their nationality (Hongvichit, 2015). The last and final approach is known as regiocentric approach where the organization seeks to recruit the best people within the region where the subsidiary of the company operates (Hongvichit, 2015). The IHRM chooses its approach based on many factors such as characteristics of the existing staff, type of industry and markets that are being served, the cultural preferences as well as the type and degree of internationalization (Allen, Vardaman, 2017). Some of the best examples related to cross-cultural differences between different cultures when it comes to recruitment and selection of the employees include the different perspectives related to the importance of the skill-set to the employers (Chan, Cheung, 2008). Interviews are often described as the conversation between two people, each of whom has something required by other person. However, when both people belong to different cultures, it is very easy to misunderstand and send wrong signals as the verbal and non-verbal language differ from others (Chan, Ye, Xu, 2016). For example, when a North American person interviews an Indian candidate, although they both speak English, the cues they give are completely different. An Indian candidate would not shake hand with the person who belongs to opposite gender and may start with his or her family history when asked to offer information about them. In contrast, the North American employer would select the candidate who would refuse to shake hands or tell his or her family history in this reference (Allen, Vardaman, 2017). The next aspect where the cross-cultural issue plays an important part includes the performance appraisal. Performance appraisal and cross-cultural issues Also known as performance evaluation, review, employee appraisal, the concept of performance appraisal refers to documentation and evaluation of employee performance (Selvarajan, Cloninger, 2012). An essential part of the function of HR department, the main focus of performance appraisal is to review the employee performance as per specific parameters (Selvarajan, Cloninger, 2012). As the organization employs different type of workers and executives such as expatriates in the host country, some factors it needs to include in the performance appraisal differ from location to location and the type of employees (Abu-Doleh, Weir, 2007). For example, when a company needs to conduct the performance appraisal of an expat, it needs to take various factors in consideration such as his or her ability to adapt to the host country environment, employee behavior, and the culture in addition to the normal performance evaluation that is connected with the position and department. Not only that t he type of performance appraisals differ for different types of the employees who work not only for the employees in the host country but also in the foreign country. Conclusion Human resources remain one of the most important inputs that determine the difference between the success and the failure of any organization and HRD or HRM remains an essential part of any organization at any level, whether it is domestic and international. As the organization continues to increase their operation throughout the world, the importance of the IHRM continues to increase at the rapid rate. Like any field, this field also faces many challenges including the cross-cultural issues such as the difference in language, customs, traditions, power-distance, and method of operation. The situation becomes more complex with an increase in the diverse workplace. As the main focus of IHRM is to recruit, select, maintain and retain talent that is required by the organization, it needs to take a broad approach to fulfill its objectives in any region of the world. For that purpose and find the resolution, the IHRM need to customize its approach to every matter that includes cross-cultu ral issues. References Abu-Doleh, J. Weir, D. (2007). Dimensions of performance appraisal systems in Jordanian private and public organizations.International Journal of Human Resource Management, 18(1),75-84. Allen, D. G., Vardaman, J. M. (2017). 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Can performance appraisals motivate employees to improve performance? A Mexican study.The International Journal of Human Resource Management,23(15), 3063-3084. doi:10.1080/09585192.2011.637069 Shen, J., Chanda, A., Dnetto, B., Monga, M. (2009). Managing diversity through human resource management: an international perspective and conceptual framework.The International Journal of Human Resource Management,20(2), 235-251. doi:10.1080/09585190802670516 Vaiman, V., Brewster, C. (2014). How far do cultural differences explain the differences between nations? Implications for HRM.The International Journal of Human Resource Management,26(2), 151-164. doi:10.1080/09585192.2014.937969 Welch, Denice Bjorkman, Ingmar. (2015). The place of International Human Resource Mangement in International Business.Management International Review, 55.3, 303.