Srihrm
Developing the concept of socially responsible international human resource management
Summary
Originally, human resource management (HRM) focused on welfare and administration but over time the focus has changed and employees’ rights and job satisfaction now have more weight. The cause of these changes might be that modern social concerns include employees’ rights and their personal and development needs. Consequently there has been a rise of human resource (HR) ethics and employee-oriented HRM over the past few decades. Flexible employment, family-friendly HRM, work-life balance and high involvement HRM are all features of HR that are more visible now than ever before. Even though business activities become more global and international every day the international HRM (IHRM) has not evolved as much as HR in this aspect. Effective IHRM is essential for multinational enterprises (MNEs’) since it is a part of organizational competitive advantage and therefore crucial to international business (IB) success.
Information about IHRM has improved since the 1990s and models have been designed in order to support MNEs’ building successful IHRM systems, which help the MNEs implementing international strategies effectively. When these models were designed in the 1990s corporate social responsibilities (CSR), were not considered an important issue so the models failed to take into consideration the rights and interests of internal and external stakeholders including employees, consumers, communities and business partners. If employees feel that their interest and rights are addressed in IHRM policies and practices their attitudes, behavior and performance will improve.
Usage of these IHRM models can compromise MNEs’ long-term sustainability if applied in their existing form, since they do not take those factors into consideration. In addition to those limitations business ethics relating to ethical principles and moral or ethical problems are not covered in
Summary
Originally, human resource management (HRM) focused on welfare and administration but over time the focus has changed and employees’ rights and job satisfaction now have more weight. The cause of these changes might be that modern social concerns include employees’ rights and their personal and development needs. Consequently there has been a rise of human resource (HR) ethics and employee-oriented HRM over the past few decades. Flexible employment, family-friendly HRM, work-life balance and high involvement HRM are all features of HR that are more visible now than ever before. Even though business activities become more global and international every day the international HRM (IHRM) has not evolved as much as HR in this aspect. Effective IHRM is essential for multinational enterprises (MNEs’) since it is a part of organizational competitive advantage and therefore crucial to international business (IB) success.
Information about IHRM has improved since the 1990s and models have been designed in order to support MNEs’ building successful IHRM systems, which help the MNEs implementing international strategies effectively. When these models were designed in the 1990s corporate social responsibilities (CSR), were not considered an important issue so the models failed to take into consideration the rights and interests of internal and external stakeholders including employees, consumers, communities and business partners. If employees feel that their interest and rights are addressed in IHRM policies and practices their attitudes, behavior and performance will improve.
Usage of these IHRM models can compromise MNEs’ long-term sustainability if applied in their existing form, since they do not take those factors into consideration. In addition to those limitations business ethics relating to ethical principles and moral or ethical problems are not covered in