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BSC (Hons) Business Management (Top

up)

BMP6003 International Human
Resource Management

1

Assessment 2: The Three Most Important
Practices for An International Business

2

Agenda
•

INTRODUCTION

•

THE VALUE OF THE INTERNATIONAL
HUMAN RESOURCE MANAGEMENT
PRACTICES

•

RECRUITMENT, SELECTION AND
MANAGEMENT OF THE INDIVIDUALS
IN THE FOREIGN ENVIRONMENT

•

TRAINING AND PERFORMANCE
APPRAISAL

•

REWARD MANAGEMENT AND
COMPLIANCE WITH THE LEGAL
REQUIREMENTS IN THE FOREIGN
MARKER

•

SYNTHESIS OF THE KEY ISSUES TO
INTERNATIONAL HUMAN RESOURCE
MANAGEMENT

•

CONCLUSION
20XX
3

Introduction
The contemporary businesses environment has facilitated the continuous expansion of the businesses in the
global market
...
In this presentation, three human resource management
practices with a high importance for the international organisations will be analysed and they are:
•

Recruitment, selection and the management of the individuals for the subsidiaries (Briscoe and Schuler, 2004);

•

Training and performance appraisal (Minbaeva, 2007)

•

Reward management and compliance with the legal requirements in the foreign environment (De Cieri,
Fenwick and Hutchings, 2005)
...


The Value of the Human Resource
Management Practices for the
International Organisations
 With the increasingly and rapid globalisation of the businesses, the
management of the human resources has become crucial for the success
of the business (Vance and Paik, 2015)
...

 They support the organisations to be cross-cultural sensitive, to adapt to
the conditions, traditions and habits in the foreign country and to respond
successfully to the challenges of the new environment, while encouraging
the expatriate success (De Cieri, Fenwick and Hutchings, 2005)
...
al
...


Recruitment, Selection and the Management of the
Individuals for the Subsidiaries
 One of the primary functions of the human resource management in both, national and
international context, is the recruitment and selection of the people with the right skills, at the
right time, in the right place, to meet specific business needs (Schuler, Jackson and Tarique,
2011)
...

 The international environment offers a wider selection of people that are talented, motivated and
committed the work they do (Ployhart and Weekley, 2017)
...


Recruitment, Selection and the Management of the
Individuals for the Subsidiaries (Continued)


The international human resource managers have the responsibility of attracting, selecting and retaining the
talented individuals that possess the right skills for the job they need to perform and are able to adapt
rapidly to the culture and specific of the new environment
...
al
...




However, they must ensure that the employees have the right skills for the job, the right knowledge, they are
able to adapt to the new environment and they do not have family concerns that may affect their
performance (Lee and Kartika, 2014)
...




The recruitment and selection process is also subject to the managers understanding the individual
differences among the individuals belonging to different cultures, to be effective (Lievens and Chapman,
2019)
...


Performance Appraisal and Training
 The management of the performance and training of the employees in the global organisations has a high
importance, as different countries have different economic and societal norms and regulations that are guiding the
employment relationships and the labour market rules and there is a need to find the best practice to adapt to these
contexts, while allowing the workers with the corporate strategy and with the generation of value (Houldsworth, et
...
,
2021)
 Training plays an important role in preparing the expatriates for the international assignments, providing them with
the language and cultural knowledge required to facilitate their rapid adaptation to the local foreign environment,
while reducing the culture shock effect, but continues after arrival and even after repatriation (Abdullah and Jin,
2015)
...

 The key issues arising from these differences are related to the low transparency of the process, limitations in
feedback and communication, limited focus on providing training to improve the individual’s skills or lack of providing
negative feedback to the individuals (Shen, 2004)
...
Al
...

 However, the ineffective performance appraisal process may lead to
ineffective training and development provided (Wilson and Western,
2001)
...


Reward Management and Compliance with the Legal
Requirements

 The remuneration of the employees plays a critical role as part of the
strategic human resource management, helping the organisation to

achieve the strategic business objectives and to reinforce the desired
culture (Stone, Cox and Gavin, 2020)
...

 The employees working in the in the international businesses are being
offered additional benefits, incentives, allowances, tax exemptions,
bonuses, etc
...


Reward Management and Compliance with the Legal
Requirements (Continued)
 The remuneration has an important role in attracting the right talent in the areas where the firm has needs and opportunities, in
facilitating the transfer of the employees selected for international assignments in the most cost-effective manner, in ensuring
consistency and fairness in managing the diverse workforce, in facilitating the repatriation and the return of the individuals to the
home country post-assignment, but also in ensuring alignment with the other practices of the human resource management and
supporting the overall organisational strategy (Tornikoski, Suutari and Festing, 2014)
...
When determining the compensation packages, the international human resource managers must
always consider the local norms, the local lifestyle and the costs associated with that, the government interventions, the
industry’s rate of pay, while ensuring consistent compliance with the laws and rules from both, parent and host country (Schuler,
Budhwar and Florkowski, 2002)
...

At the same time, the human resource managers of Netflix are looking to maintain consistency of benefits across the
subsidiaries operating in different markets
...
(Farndale, et
...
,
2019);
 Dealing with keeping the costs under control and staff immobility issues (Welch and Worm, 2006);
 Managing the employees, ensuring their successful adaptation to the local environment, dealing with talent shortages or
surpluses, locating and relocating talent, and appropriately compensating different levels of talent (Schuler, Jackson and
Tarique, 2011);
 Dealing with the security of the employees, as well as with the health and safety issues that may affect them in the foreign
market (Snell and Morris, 2022)
...
From recruiting the right talent
for the global activities to helping them to adapt to the local conditions offered by the foreign environment, to motivating
them and managing their performance, to ensuring compliance with the laws and regulations, these are all practices
covered by the international human resource managers with a significant impact on the competitive advantage of the
organisations
...
All these practices are crucial for the enhancement of the organisational performance,
supporting the successful achievement of competitive advantage in the global market
...

 To summarize, the human resource management plays a crucial role for the organisations expanding their operations
beyond the national borders
...


References
 Abdullah, D
...
M
...
and Jin, C
...
, (2015)
...
Procedia-Social and Behavioral
Sciences, 172, pp
...

 Appelbaum, S
...
, Roy, M
...
, (2011)
...
Management Decision
...
And Taylor, S
...
Armstrong’s handbook of human resource management practice
...

 Brewster, C
...
, Sparrow, P
...
, (2016)
...
Kogan Page Publishers
...
R
...
S
...
International human resource management: Policy and practice for the global enterprise (Vol
...
Psychology Press
...
, Fenwick, M
...
, (2005)
...

The International Journal of Human Resource Management, 16(4), pp
...

 Elnaga, A
...
, (2013)
...
European journal of Business and Management, 5(4), pp
...

 Fan, D
...
, Su, Y
...
, (2022)
...
Journal of International
Management, 28(2), p
...

 Festing, M
...
, (2018)
...
In The Routledge Companion to Reward Management (pp
...
Routledge
...
, Malikowski, J
...
, (2011)
...
Enabling HR Service Delivery
...

 Houldsworth, E
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...
And Wood, G
...
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...
P
...
, (2006)
...

 Lee, L
...
and Kartika, N
...
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psychology contract and organizational support
...
5483-5494
...
And Chapman, D
...
Recruitment and selection
...
123-150
...
C
...
I
...
, Riaz, M
...
M
...
A legal cross-references taxonomy for reasoning about compliance requirements
...
99-115
...
B
...
Knowledge transfer in multinational corporations
...
567-593
...
, Chow, I
...
S
...
M
...
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debate
...
647-659
...
E
...
A
...
Strategy, selection, and sustained competitive advantage
...
115-133)
...




Pudelko, M
...
S
...
, (2015)
...
The International Journal of Human
Resource Management, 26(2), pp
...




Schuler, R
...
, Budhwar, P
...
and Florkowski, G
...
, (2002)
...
International Journal of Management Reviews, 4(1),
pp
...




Schuler, R
...
, Jackson, S
...
and Tarique, I
...
Global talent management and global talent challenges: Strategic opportunities for IHRM
...
506-516
...
, (2004)
...
International Journal of Manpower
...
and Morris, S
...
Managing human resources
...




Sukanti, L
...
And Pramuditha, P
...
Analysis of relevance between international HRM and industry demand: A review of scientific literature
...
199-208
...
, Suutari, V
...
, (2014)
...
In The Routledge companion to international human resource management
(pp
...
Routledge
...
and Paik, Y
...
Managing a global workforce
...




Welch, D
...
and Worm, V
...
15 International business travellers: a challenge for IHRM
...
283
...
P
...
, (2001)
...
Career Development International, 6(2), pp
...


Questions?

Thank You!



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