International Human Resources
Introduction
International Human Resources Management (IHRM) definitions are wide-ranging and for some, IHRM issues explore aspects of Human Resources Management (HRM) in Multinational Enterprises (MNE)’s (Briscoe 1995) while others ‘strategic international human resource management (SHRM) is no more than the application of SHRM to the international or global business context’ (Nankervis, Compton & Baird 2002, p.617). Much IHRM work has focused on the areas of international staffing and management development, however, IHRM should not neglect many related areas (Rowley & Benson 2002). Another approach focuses on comparative industrial relations (IR) and HRM, where attempts are made to describe, compare, and analyse HRM systems and practices across countries (Verma, Kochan & Lansbury 1995).
Dowling, Schuler & Welch, 1994 gives definition of IHRM as follows:
“IHRM consists of a collection of policies and practices that a multinational enterprise uses to manage local and non-local employees it has in countries other than their home countries.”
The integration of more comparative views, approaches and perspectives within IHRM can be useful, and helps in providing more insight into what is “normal” as opposed to “exceptional” in HRM practices and systems (Nankervis, Compton & Baird, 2002; Rowley & Benson 2002). However, IHRM should not become a description of fragmented responses to distinctive national problems nor about the ‘copying’ of HRM practices, as many of these practices suit national cultures and institutions without necessarily being transferable. Indeed, issues of concern in IHRM are those of consistency or standardization, versus customization or adaptation, within diverse social and cultural environments (Nankervis, Compton & Baird, 2002).
Existing IHRM Models
Several conceptual models seek to describe and predict how MNEs might conduct IHRM on an abstract level from a macro, strategic perspective (Adler, Ghadar 1990; Evans &
International Human Resources Management (IHRM) definitions are wide-ranging and for some, IHRM issues explore aspects of Human Resources Management (HRM) in Multinational Enterprises (MNE)’s (Briscoe 1995) while others ‘strategic international human resource management (SHRM) is no more than the application of SHRM to the international or global business context’ (Nankervis, Compton & Baird 2002, p.617). Much IHRM work has focused on the areas of international staffing and management development, however, IHRM should not neglect many related areas (Rowley & Benson 2002). Another approach focuses on comparative industrial relations (IR) and HRM, where attempts are made to describe, compare, and analyse HRM systems and practices across countries (Verma, Kochan & Lansbury 1995).
Dowling, Schuler & Welch, 1994 gives definition of IHRM as follows:
“IHRM consists of a collection of policies and practices that a multinational enterprise uses to manage local and non-local employees it has in countries other than their home countries.”
The integration of more comparative views, approaches and perspectives within IHRM can be useful, and helps in providing more insight into what is “normal” as opposed to “exceptional” in HRM practices and systems (Nankervis, Compton & Baird, 2002; Rowley & Benson 2002). However, IHRM should not become a description of fragmented responses to distinctive national problems nor about the ‘copying’ of HRM practices, as many of these practices suit national cultures and institutions without necessarily being transferable. Indeed, issues of concern in IHRM are those of consistency or standardization, versus customization or adaptation, within diverse social and cultural environments (Nankervis, Compton & Baird, 2002).
Existing IHRM Models
Several conceptual models seek to describe and predict how MNEs might conduct IHRM on an abstract level from a macro, strategic perspective (Adler, Ghadar 1990; Evans &