HRL314 International Human Resource Management Business Essay

International Human Resource Management
Name
Institution
Due Date
International Human Resource Management
Table of Contents TOC \o "1-3" \h \z \u Introduction PAGEREF _Toc60882372 \h 2Globalization PAGEREF _Toc60882373 \h 2Cultural comparison and analysis PAGEREF _Toc60882374 \h 3Institutional comparison and analysis PAGEREF _Toc60882375 \h 4International Human Resource Management PAGEREF _Toc60882376 \h 6Comparative Human Resource Management PAGEREF _Toc60882377 \h 7Conclusion PAGEREF _Toc60882378 \h 8Recommendations PAGEREF _Toc60882379 \h 8References PAGEREF _Toc60882380 \h 10
International Human Resource Management
Introduction
Human resource management (HRM) is a domain within an organization that focuses on managing human resources. The sole responsibility of HRM is to ensure the improvement of an organization’s performance by utilizing effective management of the workforce. The various activities of the HRM entail job description, planning as well as recruitment of employees. Further, strategic human resource management requires the merger of the corporate strategy with the HRM strategy. However, there should be an elaborate definition of the policies that relate to HRM to realize the intended outcome (Collings et al., 2018).
The workforce in any organization represents one of the most valuable assets that require professionalism to ensure appropriate maintenance. Such an aspect of management requires a strategic alongside a coherent approach since not all the departments’ management is concerned with the firm’s issues. The aspect of managing the workforce focuses on applied policies with a philosophical as well as ideological underpinning. The various HRM components entail beliefs, information on the management of a workforce, and involvement of the line management in shaping the company through employee relationships. The entire HRM system entails such aspects as human resource strategies, philosophies, practices, processes as well as programs. These components are basically cauterized into three groups: human resource system architecture, processes, and practices. In this case, HRM is critical since it helps organizations attain the required resource integration. The achievement of such a process calls for robust management of people as a resource. Behavior alongside the workforce’s performance depends on factors such as motivation, abilities, and role perception alongside situational contingencies. Such aspects ensure the provision of productivity necessary for the required support (Zheng, Yand & McLean, 2009). Social influence could be a combination of diverse factors that includes information, knowledge, rewards, community beliefs, and the like.
Globalization
There are different views on the role of globalization within the international system. For instance, some authors believe that globalization negatively impacts those from developing economies. In this case, globalization represents the means of restructuring the world that ensures the establishment of new governance systems that control the world. The concept of convergence of systems leading to the formation of a single global economy or just homogenized objectives still presents a viable debate within various domains. However, it evident that globalization transforms the various international systems in significant ways, therefore, forcing institutions and systems to transform into ways that can easily withstand globalization influences. Notably, globalization leads to the eminent transformation where individuals and households are directly involved within the processes and are ultimately exposed to a more dynamic and diversified economy. Such a process redefines the existing relationships between power and the division of labor (Collings et al., 2018).
Such transformations resulting from globalization impacts every entity within the international system, including the Multinational Companies and non-state actors. It would be futile to try and effect or influence change in the community without first determining the perception of the people. The process has impacted both the developing and developed nations though not on equal measure. The effects on the MNCs have been different locally and internationally. This is since the aspect and forces of globalization are beyond the control of an individual country, hence reducing the authority and the scope of the state. In this case, the concept relates to the decline in the regulatory role of the state. Importantly, globalization represents the widening, deepening, and speeding up of the global interconnectedness within all aspects of the current social life. Further, globalization introduces new ways of thinking and reasoning that help countries think globally and act locally. In this case, while the management of the various functions that relate to technological innovations, development of product brands, information as well as finance is done on the global platform, the management of other functions that relates to manufacturing, marketing alongside sub-contracting is done on a local basis. This is to increase vigilance as well as responsiveness (Collings et al., 2018).
Cultural comparison and analysis
In China, the government advocates for a win-win policy that guarantees non-interference in domestic politics in the process of investment. Further, the culture encourages more Chinese MNCs’ involvement in African society and economies at various available capacities. However, Hofstede (2001) provides that cultural context requires adequate analysis of the company’s transnational operations. The MNC must recognize the existing relationship between the culture and organization to create adjustments within the IHRM practices to ensure the existence of a balance between general standardization and adaptation within the local market. Based on Hofstede and Hall’s cultural dimensions, the specified qualities, and the impact of Confucius culture relate to the IHRM within the Chinese MNCs (Hofstede, 2001, Hall, 1997).
In the context of cultural perspective, the Confucian value closely relates to IHRM, especially for the MNCs that experience harmonious society identified as establishing Confucianism in contemporary society. The culture of the Chinese is deeply defined by Confucianism that combines modernity alongside traditional values. Notably, Confucian philosophy’s key components entail hierarchy, thrift, and perseverance (Warner, 2010). As the parent country, the Chinese culture is identified by higher power distance as compared to the ones in the host country characterized by Western management practices. In this case, the emphasis is on the social hierarchy and the top-down leadership nature that presents potential impediments towards teamwork as seen from the host country’s perspective.
The Chinese MNCs still follow a very strict hierarchy within their IHRM practices. Such a process entails the aspect of recruitment and selection, performance and management, and training and development. There are still elements of bureaucratic competition within the recruitment and selection procedures. The use of perseverance is a clear indication that the Chinese MNC attempts to eliminate the aspect of uncertainty within the environment by applying persistent avoidance of the existing systems alongside the managerial style of leadership. There are higher possibilities that such dimensions present a heavy impediment to the organization’s level of creativity. Therefore, providing a higher probability of linking the MNC to Chinese cultural norms. While accessing the host country, the Chinese advocates for the application of thrift within their budgetary allocations. Such moves add processes through which the Chinese MNC avoids uncertainty cases within investment, organizational management, and corporate management (Cramer, 2018).
Concerning time, the nature of the Chinese’s economic development approach and change provides a robust example of a long-term perspective that inclines the capitalists. Therefore, the exploration of the IHRM practices within Chinese MNCs calls for the incorporation of the Chinese characteristics. In this case, the concept of harmony and culture forms a significant percentage of Chinese culture that provides the pivotal point capable of coordinating economic development processes. The culture is considered elaborately as a representation of the system software that runs the IHRM policies and practices within Chinese IHRM (Warner, 2020).  From the cultural perspective, the power distance within the MNCs in various countries such as Ghana is small compared to firms from countries such as India and China. This is since the structure within the African context possesses flatter structures capable of encouraging an easy level of interaction alongside assistance to employees. Conversely, there is a wide power gap existing in firms with hierarchical structures.
The concept of individualism, as well as collectivism, characterizes the operations of the comparative HRM. Therefore, in a liberal society such as the U.S. or Canada, it is easier for individuals to focus on their needs since they originate from a loose end cultural background. However, those from countries such as China socialize individuals as per groups, therefore, depends on collective responsibility. In this case, employees from loose end cultures focus majorly on individual performance while those from collective cultures base their performance on the entire organization (Cramer, 2018). The country’s political system influences the products, labor as well as its capital markets. However, in cultures such as the Chinese, workers are incapable of forming independent trade unions within the labor market to help them fight for their wage rights. The existing bitter relations amongst the regional, ethnic, and linguistic groups from the emerging markets influence the level of investments to a great extent. Executive management must identify the existing power centers within new markets. These entail the nature of bureaucracy, power structures, civil society, and media and, if possible, identify any form of checks and balances. The concept of determining the level of actual trust amongst the population is important, contrary to enforced trust.
Institutional comparison and analysis
There are specific institutional arrangements that play a significant role in shaping the HRM practices considering workforce employment results from the Chinese MNCs. There are possibilities that institutional factors influence the level of improvement of employer practices in such a host country that operates on flexible regulations and weak employers’ associations. The Chinese governance system follows the socialist system that rests on the Marxist ideology that significantly influences the IHRM practices within the Chinese MNCs (Cooke, 2012). Such perspective influences the organization’s structure that centralizes the philosophy that impacts the formality and standardization of IHRM policies and practices right from the parent country to subsidiaries in the host country.
The major-specific institutional arrangement in China focuses on the state, legislation, regulation, learning institutions, non-governmental organizations, and trade unions. Such institutional factors relate directly to IHRM within the Chinese MNCs. The role that the state plays influences the regulatory aspect that finally manages the national market. The level of economic development in China complicates the state’s influence as it pertains to the role of administrative regulations. There is the integration of the direct intervention of the HRM practices and the IHRM practices that enhances organization effectiveness by providing public information. However, the improvement of employee skills proves more competitive within the global market (Warner, 2020). Then there is the aspect of law and regulations as one of the institutional factors. In this case, MNCs’ success within the global platform requires the incorporation of a valuable regulatory system. The significant changes that have characterized the economic structure and employment field lead to the emergenc...