What are the main challenges for the international human resources management in the future?

Résumé du document

Human Resource Management has become a major concern in most companies as it affects the performance and thus, the competitive advantages of organizations. Nowadays, the competition is getting stronger and stronger, especially at the international level. The integration of HRM into the international strategy of companies is necessary to ensure the international expansion of organizations. HRM in global companies has a strategic importance and the consequences of any change involved in the globalization process require a strategic and scientific approach of Human Resources for all functional levels (Ramangalahy and Joyal, 1993), and a competences development. Internationalization is a phenomenon which has been growing for the 20 last years and which affects all the actors of the international economy. Today, the international aspect is necessary for most companies to survive.

Extraits

[...] From this framework, we can analyze the cultural differences within the organization and then to adapt the management style. For instance, communication in individualistic culture is more explicit and verbal whereas it is more indirect in collectivistic cultures. Also, attitudes toward hierarchy and authority will differ according to the power distance dimension. Finally, decision making are affected because the analysis process may be very different from a culture ton another. So, managers will have to consider all dimensions in their methods. [...]

[...] What are the main challenges to International Human Resources Management in the future? Introduction Human Resource Management has become a major concern in most companies as it affects the performance and thus, the competitive advantages of organizations. Nowadays, the competition is getting stronger and stronger, especially at the international level. The integration of HRM into the international strategy of companies is necessary to ensure the international expansion of organizations. HRM in global companies has a strategic importance and the consequences of any change involved in the globalization process require a strategic and scientific approach of Human Resources for all functional levels (Ramangalahy and Joyal, 1993), and a competences development. [...]

[...] - Uncertainty Avoidance: This is defined as the degree to which cultures prefer structured over unstructured situations. The extent to which people feel threatened by uncertainty and ambiguity and try to avoid these situations. - Long vs. short term orientation: this describes a society's "time horizon," or the importance attached to the future versus the past and present. The extent to which a society exhibits a pragmatic future oriented perspective rather than a conventional historic or short term point of view. [...]

[...] This research was held between 1967 and 1973. It carried out an opinion survey involving 116,000 IBM employees in 40 different countries. There were asked their preferences about their work environment and the management style. Hofstede identified five dimensions are defined as follows: - Power Distance: this is defined as the degree to which there exists inequality among people that is accepted as normal. In other words, the extent to which the less powerful members of society accept that power is distributed unequally. - Individualism vs. [...]

[...] But what are the main differences between International HRM and domestic HRM? There are 6 factors to differentiate them (Dowling et al, 1999): - More HR activities - Need for broader perspective - More involvement in employee's personal lives - Changes in focus as expatriate mix varies - Risk exposure - More external influences On a more strategic point of view, we can define Strategic International HRM as issues, functions, policies and practices that result from the strategic activities of multinational enterprises and that impact on the international concerns and goals of these enterprises” (Schuler et al., 1993). [...]