Topics: Human resource management, Human resources, Labour economics Pages: 9 (5028 words) Published: November 3, 2014

In these times of internationalisation and globalisation, international human resource management is becoming an important concept for human resource practitioners to be aware of and to practise. This is vital for human resource managers in multinational corporations and international joint ventures, and also for domestic based human resource managers who import staff from overseas. In order to keep up with the pace, human resource managers will have to have a global vision of how to manage their people effectively both at home and abroad. Managing international human resources enables a business to compete more successfully in the world market place, and is an excellent developmental tool for its employees. 2.0INTRODUCTION

One of the fundamental challenges facing companies of all sizes is determining how to organize and staff their operations. This task becomes even more complex when a company decides to do business across national borders. A small business owner may start out as the only employee in his or her company. In this case organization and staffing simply involves the efficient allocation of the owner’s time and attention to the various tasks associated with the business. As the company grows, more employees will probably be hired. When this occurs, it is useful to explicitly look at how tasks can be allocated across employees in a systematic way. As the company grows still larger, it is often useful to begin organizing the company into departments. In many cases, a company’s early moves overseas involve reacting to an apparently random or unexpected overseas business opportunity. At first, such business may be conducted anywhere in the organization on an ad hoc basis. As a company extends its operations overseas, it takes on additional complexity as decisions have to be made which address global and local product design, local responsiveness to individual markets, cross-border financing, etc. As the international side of the business grows, many companies conclude that a reorganization of some type can better handle the current international business demands, and better position the company to take full advantage of international opportunities as they arise. Staffing choices in a far-flung global company are more complex as well. Issues of cost, cultural savvy, and familiarity with local conditions, language skill, family issues, and more must all be considered carefully as staffing decisions are made. In addition to many of the standard human resources challenges that inevitably arise, determining where employees will be sourced from represents one of the most important decisions facing companies as they set up operations abroad. In general, employees may come from any of the following sources: the headquarters (home) country, the host (local) country, or a third country (neither home, nor host). These choices are outlined briefly below. In this assignment, I would discuss in further matters regarding how to establish a new human resource department in overseas if I was appointed as the Human Resource Manager in a large organization. In my assignment, I also would include strategic intelligence on the new locality, organizing the new workforce, training and development, total remuneration package and etc.

Good strategic management integrates organizational functions into a strategic plan so that all organizational units operate in a coordinated fashion in support of the overall strategy. Strategic human resource management (SHRM), then, is the process by which an organization's management integrates its human resource plans and programs with the strategic plan of the organization. SHRM stands in contrast to traditional human resource management (HRM), which contributes to an organization at the operational level. For example, the traditional human resource (HR) concern of selecting job applicants who display skills that are predictive of good job performance may only be...

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