International Human Resource Management

Amstrong (2009) discuss about international human resource Management is the management of people through multinationals across borders. Globally functioning companies are international and multinationals. International companies are based on the expertise or production capacity of businesses that operate in mother companies. They are centralized with strict control. Brewster et al (2005) stated that the key challenge for the organizations of the public and private sectors of the twenty first century is to act through the national borders.

According to Amstrong (2009) there are mainly effective issues from local human resources management to international use, especially to international use. This is the effect of globalization, the impact of environmental and cultural differences; human resource management policies and practices from different countries should be different. Ulrich (1998) stated that globalization requires organizations to bring people, ideas, products and information to meet native people's needs.

Brewster and Sparrow (2007) founded that the nature of international human resources management is changing rapidly. Among several huge worldwide organizations, these changes have created a totally different approach to international HR management. The globalized HRM uses new technologies to manage the company's staff throughout the world.

In the context of global governance, environmental changes must be taken into account. As discussed by Gerhart and Fang (2005) it includes changes in marketplaces, organizations, rules, negotiation power, and physical characteristics of employees. As example collective bargaining power is much higher than in Western Europe compare to the Japan and USA. The labor council is mandatory in Western European law. In Japan and China labor costs are significantly lower than Western Europe.

References

Brewster, C and Sparrow, P (2007) Advances in technology inspire a fresh approach to international HRM, People Management,8 February,p 48

Brewster, C, Sparrow, P and Harris, H (2005) Towards a new model of globalizing HRM, The International Journal of Human Resource Management,16(6), pp 949-70

Gerhart, B and Fang, M (2005) National culture and human resource management: assumptions and evidence, The International Journal of Human Resource Management,16(6), pp 971-86

Michale Amstrong,Armstrong Handbook of human resource management practice (2009)kogan page

Ulrich, D (1998) A new mandate for human resources, Harvard Business Review