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INTERNATIONAL HRM - Assignment Example

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International Human Resource Management Table of Contents 1.0. Introduction 3 2.0. International HRM 4 3.0. Influencing Factors of IHRM 6 4.0. PEST Analysis in the US Context 6 4.1. Political Influences 7 4.2. Economical Influences 8 4.3. Social Influences 9 4.4…
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Download file to see previous pages As a result, the concept has evolved to be wider and more complex to be defined within limited words. It has also expanded its dimensions by covering cultural, political, technological and economical divergences in order to determine appropriate set of objectives and strategies in order to attain them. Therefore, HRM practices differ from one nation and geographical region to another. With this belief, the discussion of the paper will emphasise on identifying various dimensions of International HRM in the context of the US. The objective of the paper is to evaluate the impact of political, economical, social and technological factors existing on the HRM practices in the US. Moreover, the paper will critically evaluate and analyse two key areas of HRM in modern day phenomenon, i.e. training & development and performance appraisal applied by a US based multinational company, i.e. Walmart. 2.0. International HRM In recent years, the world has witnessed steep rise in international activities which forced the managerial dimension to cross the regional boundaries and enter the international market. For instance, evidences reveal that since the early 20th century, international trade and production operations have increased substantially. This forced national companies to expand their business in the global platform recognising them as Multinational Companies (MNCs). Consequently, there are also few challenges which are faced by MNCs while implementing their HRM practices in the international platform. However, managing dichotomous cultures and economic factors with efficiency is termed to be the most challenging tasks of International HRM (IHRM) (Tayeb, 2005). Similar set of challenges were also faced by the US based MNCs in their global operations. Studies reveal that during early period, most of the US based international companies witnessed failure in their global operations, especially in managing their human resources with efficacy due to lack of effectiveness in the HRM policies. In other words, the companies were concerned in practicing similar kind of HRM policies in the international platform as it did in the national context, i.e. in the US. Consequently, the practices lacked affectivity and efficacy and thus faced the challenges in terms of expatriation (Ashamalla, 1998). In this context, numerous researches have been performed to identify the effect of global and local factors in determining the efficacy of IHRM practices by the US based international companies. Most of the researches stated that the IHRM practices and policies of the companies operating globally often tended to provided greater significance to the local factors without entirely ignoring the prospects of their parent companies. Evidences have also revealed that different factors existing in the external environment influences the IHRM practices. For instance, the IHRM practices and policies executed by the Japanese leaders globally tend to be highly focussed on the localised factors in terms of ‘corporate welfarism’, but in a tailored manner to adopt the changes present in the targeted market while training the expatriates. Likewise, the IHRM policies and practices implemented by the US subsidiaries tend to be based on developmental strategies to a large extent with a similar concern. Therefore, it becomes quite apparent that both the international and national factors influence the IHRM practices ...Download file to see next pagesRead More
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