The term human resources refers to the collection of the individuals that form the workforce of an organization from upper management to the janitor that cleans up at night when employees conclude their work at the end of the business day. Human resources are sometimes referred to as assets as they are a tool that is used and utilized to achieve the company’s success, (Heithfeild). Like all assets, there exists a need to manage these human resources to achieve the maximum utilization; although, it is quite difficult when assets have feelings and there is a psychological aspect that makes managing human resources one of the most difficult tasks of management.
As we move towards a more globalized and more flattened world, the need for international human resources management increases. What makes international human resources management more complex than domestic human resources management is the ...view middle of the document...
, (Rioux, Ph.D., Bernthal, Ph.D. & Wellins, Ph.D.). In a way, IHRM may engage in HR practices in a host country that might violate the business code of ethics in a country like Saudi Arabia where the two genders are segregated in the workplace which may limit the company’s diversification of workforce gender-wise.
Another factor that may further contribute to the complexity of IHRM is the cultural differences across the globe which may affect the business culture, management style, and organizational structure. For example, in some cultures that are collectivist compared to the US individualistic approach, employees tend to focus more on the output of the unit as a whole rather than individual performance. The collectivist cultures tend to be more emotionally involved than individualistic; therefore, there is a need for IHRM to be more involved on a personal level with employees, (Deal, 2002). Furthermore, employees from a collectivist culture are in need or dependant on the leader of the team to provide guidance and instructions so a management style that is less authoritative but more democratic works less effectively in such environment, (Deal, 2002).
In conclusion, while some practices of HRM may, in fact, be similar in practices across the globe, there are still factors contributing to its structure that will continue to exist as long as there are political and geographical borders limiting the world from becoming one giant melting pot. The more understanding the HRM team is of the host culture, the less visible that complexity of IHRM is.
Deal, C. (2002, March 04). Application of the concepts of individualism and collectivism to intercultural training. Retrieved from http://dealglobalcommunication.com/article2.html
Rioux, Ph.D., S. M., Bernthal, Ph.D., P. R., & Wellins, Ph.D., R. S. (n.d.). The globalization of human resource practices. Retrieved from https://www.ddiworld.com/DDIWorld/media/trend-research/the-globalization-of-hr-practices_es_ddi.pdf?ext=.pdf
Heithfeild, S. M. (n.d.). What is human resource management?. Retrieved from http://humanresources.about.com/od/glossaryh/f/hr_management.htm