Internal and External Factor of International Human Resource Management

The HRM policy of a firm is looked as a most important strength which needs to be taken care of all the time to have a competitive advantage within the industry they operating in. Multinational corporations (MNCs) seek to transfer their home-country human resource management (HRM) practices to their overseas subsidiary as to them it is just another approach towards globalisation. It can be an element of success for MNCs if they manage to transfer these HRM practices across their subsidiaries in an effective manner. An effective transition of these policies depends on the organisational, cultural, social and relational factors (Bartlett & Ghoshal 1998; Evans, Pucik & Barsoux 2002; Poedenphant 2002). The transition of these policies

Globalization may be defined as the integration of the world 's people, firms and government. In the modern context, globalization is usually the result of closer ties in international trade, known as bilateral trade agreements. The WTO and NAFTA are two examples of such bilateral trade agreements. With such agreements, cross-country investment increases. This increase in investment is aided by the increase in information technology and communications, which has undergone a significant advancement over the last two decades with the rise of the Internet and mobile telephony (Green, 2013). It is important to the business to expand; global expansion and globalization would a positive business decision to complete in this process due to the strategic goals and objectives the company possesses. Healthy growth can be accomplished by globalization of specific areas selected and determined through research of market and development of these areas outlined within.

They need to build integration among HR practices and strategies of its auxiliary firms in distinctive region with a specific end goal to accomplish general organizational targets. Then again, these associations additionally guarantee a critical level of adaptability in their IHRM procedure on the grounds that representatives from distinctive nations are sponsored by diverse cultures and social qualities. Adaptability impacts the workers' execution. Due to the strengths of globalization and the associations' interest to create and implement a worldwide methodology, International Human Resource Management (IHRM) is turning into an essential to accomplishment of the organizational. The essential distinction between domestic and global human resource administration is the knowledge and obligations

When exploring the idea of doing business with different countries around the world, globalization comes to mind. Globalization is how people come together and exchange information when doing business based on products, services and technology. ("The Challenges of Globalization". Boundless Management Boundless, 2016). Localization is actions taken to modify or alter a product or service to a specific population, community or culture. ("The Challenges of Globalization". Boundless Management Boundless, 2016). These terms are significant in expansion ventures and may come with challenges and risk however, the hope is to provide the opportunity for the growth of a business profits. ("The Challenges of Globalization". Boundless Management Boundless, 2016).

This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, design and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources Management strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.

Multinational corporations are companies that have branches and operations in two or more countries. These companies are the main results of globalization, since they operate all over the world as if it was one country. Multinational corporations have a home country which contain their headquarters and offices for management and have host countries in which their operations take place. The home countries of multinational corporations are usually developed countries that have great capitals and the host countries are developing countries due to the low costs of labor, raw materials, and taxes paid to the governments.

In the context of International HR (IHR), managers take on the same responsibilities as their local based colleagues but the area of activity and difficulty of these duties is based on the extent of internationalisation of the organisation. As they move towards a more global economy, organisations are supposed to revise their HR strategies. From one country to another, for example, external factors (e.g. politics) or internal factors (e.g. practice) would be vastly different. As a result of this, normal decisions can be really complex in an organisation operating around the world in multiple countries, particularly since for international organisations,

Human resource management functions in multinational companies are incredibly complicated by the need to adapt policies and procedures related to personnel, to differences between the countries, which is one of the branches. In particular, the countries cultural differences, differences in economic development and legal systems may require an international company adaptation programs of hiring, firing, training and remuneration for

National companies do not become global companies immediately. Involvement in international HRM depends greatly on a company 's phase of globalization. Import-export firms. Firms in the first phase of globalization simply move products across national boundaries. The firm does not employ people in other countries, except a few managers responsible for negotiating business agreements. These agreements usually involve buying or selling complete products or services. Import-export firms need to understand their trading partners ' cultures and usually must overcome communication barriers to negotiate agreements. Negotiations are usually done by expatriate representatives, but expatriates are not employed as extensively by import-export firms as by multinational enterprises. HR policies and practices remain relatively unchanged from the company 's traditional home-base practices. (HR Magazine,06-01-1995)

The first topic to be discussed is the idea of globalization. Merriam Webster online defines globalizing as “to make worldwide in scope or application.” Globalization is an important aspect in expanding an organization. Swanson and Holton (2009) state “Multinational companies are taking advantage of economies of scale and scope, proximity to markets and suppliers, and differences in the natural, political, and human resource-related infrastructure in countries around the world in order to achieve and maintain competitive advantage” (p. 421). It is more beneficial for companies to expand globally than to try to continue increasing profits just within their country. Eventually, they will reach a maximum profit that they can make unless they decide to globalize their organization.

International Human Resources Management (IHRM) definitions are wide-ranging and for some, IHRM issues explore aspects of Human Resources Management (HRM) in Multinational Enterprises (MNE)’s (Briscoe 1995) while others ‘strategic international human resource management (SHRM) is no more than the application of SHRM to the international or global business context’ (Nankervis, Compton & Baird 2002, p.617). Much IHRM work has focused on the areas of international staffing and management development, however, IHRM should not neglect many related areas (Rowley & Benson 2002). Another approach focuses on comparative industrial relations (IR) and HRM, where attempts are made to describe, compare, and analyse HRM systems and

European Journal of Economics, Finance and Administrative Sciences ISSN 1450-2275 Issue 29 (2011) © EuroJournals, Inc. 2011 http://www.eurojournals.com

Globalization is ‘ Crystallization of the entire world as single place.”(Mooji,1998) According to Anderson and Svensson, 2009, globalization in business activities has started in early 1980’s. Bartlett and Goshal says that the global term is interchanged generally with the words international and multinaltional, however there is significant difference in usage. Globalization is more of global marketing strategies applied to local culture to gain the markets internationally. The possible three reasons for emerging globalization into business is i) Entering the foreign markets ii) international standardization of products in the market and iii) increasing the acquisitions internationally (Sheth, 1986).

Globalization has increased significantly due to a number of different reasons. With more businesses operating on foreign soil, the issue of cultural differences and its effect on recruiting the right resources to achieve a multinational corporation’s overall strategy is a key consideration for companies. The role of the Human Resource function in international organizations regarding their human capital strategy in these global environments is a critical element for multinational corporations to evaluate and leverage. This research study will focus on understanding if outsource human resource providers can recruit the right employees with the cultural fit and skill set needed in multiple markets at a lower cost for all areas of a multinational corporation’s operation and at any level of the organization’s maturity. Additional research needs to be performed in order to draw a conclusion on this issue.

Human resource management (HRM) is concerned with all parts of how individuals are utilized and oversaw in associations. It blankets the exercises of vital HRM, human capital administration, knowledge administration, corporate social obligation, association advancement, resourcing (workforce arranging, recruitment and determination and ability administration), learning and improvement, execution and prize administration, worker relations, represents prosperity and the procurement of representative administrations. It additionally has an international measurement.