International Human Resources Research Proposal

Pages: 7 (2091 words)  ·  Bibliography Sources: 10  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

SAMPLE EXCERPT . . .
It is the responsibility of the HR manager to nurture and develop an organizational culture which encourages diversity at the work place.

THE SEVEN C's OF INTERNATIONAL HUMAN RESOURCES

• Cosmopolitans -- Companies involved in international business employ people who are engaged to spend most of their time in other countries. They are classified into four components -- firstly, the true cosmopolitans who are the high-flying elite. Secondly, the expatriates who relocate themselves for several years to different countries and take their families with them. Thirdly, the occasional parachutist who spends short periods at overseas branches to deal with specific technical matter. Last but not the least the mobile worker is the person seeking employment in a foreign country.

• Culture -- Across the globe the human resource have to face immense difference in cultural background which result in the problem of adapting management. To avid misunderstandings and inefficiency initiatives from the side of employees is a must.

• Compensation -- Expectations of employees have to be realized and their expenses have to be reimbursed.

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• Communication -- The management have to build up a strong network communication that will overcome the problems of culture, geography, and rivalry. Personal specialists in international companies are assigned with the duties of providing uninterrupted communication service to various branches across the globe.

• Consultancy -- The consultancy has two aspects, one as a bought-in service and another as a personal managerial goal. In IHRM the facility is different from that of national boundaries. The consultancy mode has to be given special attention and care to work with the subsidiary branches located overseas.

Research Proposal on International Human Resources. This Project Assignment

• Competence -- The primary aim of every business should be to increase the competence level in its people continuously. The responsibility increases even more for an international business because the competence level of people belonging to different cultural, political, and sensitivity level has to be developed.

• Coordination -- To create synergy and coordination in different types of divisional structures, formal and informal methods have to be applied in different parts of the business work.

CONCLUSION

The world has become a global village during recent times. Companies all over the world have geared up to meet the challenges of working in a global market. For global companies, management of human resource is a critical task. International Human Resource Management involves the following characteristics: increased difficulties of HR activities, cultural wakefulness and forbearance, stronger association with workforce and their families, dissimilar outlooks and necessities of employees across cultures, and managing of cross-cultural stipulations.

Thus establishing international presence primarily involves the management of the human resource, as they are the key and dynamic factors of a business that result in the success or failure of the international operations. As the global barriers are diminishing, international opportunities have become the need of the hour for every multi-national company.

REFERENCES

Robert, S. Pindyck., and Daniel, L.Rubinfeld, (2004). Micro Economics. 6th Edition. Pearsons Education International: New Jersey

Andrew, B.Abel. And Ben, S. Bernake., (2004). Macro Economics. 5th Edition. Addison- Wesley: United States

Desatnick, R.L. & Bennett, M.L. (1978). Human Resource Management in the Multinational Company. New York: Nichols

Jupp, V. (2006) "The sage dictionary of social research methods," Sage Publications, London, UK, pp. 110, 111

Harold Garnfinkel (1967), Studies in Ethnomethodology

Laurent, A. (1986). The cross-cultural puzzle of International Human resource Management, Human Resource Management, 25: 91-102

Prasad Sangameshwaran, "Reconfiguring L&T," Business Standard, Feb.25, (2003)

P.V. Morgan (1980),… [END OF PREVIEW] . . . READ MORE

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