7HR007: International Human Resources- Contemporary Issues.

7HR007: International Human
Resources-Contemporary Issues

TABLE OF CONTENTS
1. Differences in perspectives and approach between International Human Resources and
Domestic Human Resources............................................................................................................3
2. Recruitment and selection of employees in developing countries ..............................................6
3. “Remote multi-cultural” working with employees in multinational organisations ....................9
4. Reflection on how the module content will inform and assist in own future management role12
References......................................................................................................................................17

1. Differences in perspectives and approach between International Human
Resources and Domestic Human Resources
Introduction
There are international human resources and domestic human resources are two different
aspects to an organisation, and there are international human resource management is completely
different from the domestic human resources. (Desbordes, Aymar and Hautbois, 2019). In this
situation, upper management of each multinational company has always required to firs
understand cultural values of that country which it has chosen for hiring employees or human
resources (Gaižauskienė and Tunčikienė, 2019). On the other side, domestic human resources are
those people to a country which runs only in the national boundaries (Toh and Thangavelu,
2016). Top-level management of a business cannot face very higher challenges while hiring
people under the domestic boundaries (Munn, 2016). This is the main difference between
international human resources and domestic human resources that, international human resource
management is more complicated than domestic human resources (Andersen, 2019).
Ethnocentric Approach
It is a kind of staffing approach which is used by international human resource
management (Pablé, 2019). This approach is used for staff management in which all the main
key managerial positions of subsidiary are filled by employees/expatriates from home country. it
can also be said that main staffing decisions are taken at main headquarters and same home
standards are applied on all markets (Conrad and Meyer-Ohle, 2019). Top most positions of
managers are taken by managers from home country. one of the main advantages of this
approach is that it helps human resource management to manage organizational culture is
adopted easily by all the subsidiaries (Feurer, Bauback and Woodside, 2016). It directly helps
HRM to remove all the barriers including communication barrier between headquarter branch
and other subsidiaries.
Not only this, international human resource management can easily manage coordination
between all the activities of company and subsidiaries in a proper and effective manner. But this
approach is not suitable to be used by HRM for management of clashes between cross cultural
variation employees. This approach is used by companies if they want to fill a higher position

vacant position in foreign country then in such case, they relocate one of their existing
employees from parent country to foreign country office (Petroska-Beshka and Kenig, 2018).
Polycentric Approach
It is another staffing approach which is used by HRM for recruitment and staffing of
employees (Dorsch and Flachsland, 2017). This approach focuses upon staffing top managerial
positions are filled by employees of host country. one of the main advantages of this approach is
that it helps the managers in understanding local people and market in a much better and
appropriate manner. coordination between business environment both internal and external can
be managed in a proper and effective manner (Shackelford and et. al., 2017). Coordination
between international and domestic HRM can be managed in an appropriate manner. The main
purpose of this approach is to reduce cost of foreign operations gradually.
Even if an organization has initially adopted ethnocentric approach they can eventually
switch over to Polycentric approach (Gritsenko, 2017). The main and primary purpose of using
this approach is to understand local market condition of foreign nation, thinking and mentality of
people etc. Most of the top management organizations uses this approach for recruiting
executives for management of branches in different countries in an appropriate manner (Sarker,
2020). Using this approach natives or local of host country are selected or recruited for
management of main business operations in host country.
Geocentric Approach
This approach helps HRM in managing and running business effectively irrespective of
nationality. It helps in providing a scope of HR managers to hire world best, talented and skilled
employees (Purucker, 2018). As it allows HR managers to hire talented employees, it helps the
organization in competing in this competitive market in proper and effective manner. This
approach is used by organizations for recruiting most suitable and talented employees for
positions available in host country irrespective of nationalities of employees (Ziggah and et. al.,
2017). This approach is used by HR managers of organizations that operate globally as such
organizations need to adopt integrated business strategies for operating smoothly. This approach
not only help in smooth functioning of business operations globally but also helps in maintaining
positive brand image as well (Schmidt, 2016).
For using internal sources of recruitment in an appropriate manner it is important for
global organizations to develop an effective recruitment strategy using Geocentric approach so

that all of their main business operations globally. Using this approach companies can hire best
available managers for business irrespective of their country of origin (Svehla and Rothacher,
2016). This not only helps in effective operation management but it also helps in reducing
operating barriers in most of the countries.
Convergence Divergence
There are convergence and divergence two different systems of human resource
management, and many of businesses considers them as theories of HRM as well, and that’s why
the HR management of each busines have to consider these systems (Alkaabi, Alkaabi and
Vyver, 2017). Basically, the convergence system within the human resource management can be
referred as the global theory that is found for the purpose of managing human resources or
employees at the international level (Caruso, 2018). It promotes better communication values
between employees of a country and employer of another country (Wells, 2017). On the other
side, divergence is another major theory of human resource management that emphasises the
requirements to adopt various management approaches bases on goals and other circumstances
of an organisation (Yogi, 2017). Basically, this theory also can contribute in the management of
human resources at international and domestic level.
Two most common perspectives which can be utilised by employers for improving employee
relationship are Unitarian and pluralist perspective.
Unitarian perspective: According to this perspective each organisation must have common goals
which can help to develop greater level of consensus between employees and organisation. Thus
there is need of better of communication and discipline for overcoming conflicts of interest is
must for building successful corporate culture (Petroska-Beshka and Kenig, 2018). This
perspective also states that since team members and organisation have mutual understanding and
cooperation third parties are considered as irrelevant. When organisations give preference to
Unitarian perspective then strong sense of cooperation is required and loyalty of staff members
towards organisation plays crucial role. However, the poor communication within organisational
culture can act as key limitation of this approach (Dorsch and Flachsland, 2017). The conflicts
and restricted communication can act as barrier to high performance and improved employee
relations. The support from management helps staff members to accomplish their tasks with
more efficiency.

Pluralist perspective: This perspective emphasis on different interests of various stakeholders
associated with the organisation. Since conflicts are inevitable this perspective helps company to
utilise them for optimum benefit. Pluralist approach focus on the fact that different groups may
have conflicts due to different interests and thus there must be good decision making regarding
collective bargaining and compromising (Malhotra, Sahadev and Sharom, 2020). As compare to
Unitarian perspective a greater priority and consideration is given to negotiation and conflict
resolution within organisation. As a result, management always give preference to negotiations
or agreement which benefits both company and employees (Kooij and Boon, 2018). This also
restrict or limit control or authority of the powerful positions. Though in situations when
negotiations are not possible and managers are required to resolve and control the situations then
primary power remains in the hands of managers. This can be one of the reason for increased
dissatisfaction among staff members.
Conclusion
It can be concluded that the international human sources management (IHRM) practices
are important to those ventures and businesses which currently works at the international level.
For example; there is UK based retail organisation Tesco currently serves in many countries to it
need to conduct the practices of IHRM for hiring employees or human resources in other
countries as well expecting the United Kingdom. On the other side, domestics human resources
or employees are mainly important as well as essential to those people who are currently
working in a single country’s boundaries. For example; currently Prufrock coffee café business
of London is able to afford only those people as employees who belong to the United Kingdom,
because this a small coffee café business which currently runs only in its national boundaries.
However, there are international or domestic employees has their own roles and importance to
different businesses in the market place.
EPRG Framework: Differences between domestic and international human resources can be
understood with this framework. It shows different ways of making use of HR such as:
Ethnocentric: When companies think about expanding business in other countries and abroad
then different companies use different styles. In this approach of EPRG, companies do not focus
on research abroad as they focus on market research in the headquarters in the local country. For
not putting extra efforts on marketing, they seek for same characteristics in abroad as like the
local market.

Poly centric: It is just opposite of ethnocentric in which, company consider different markets
abroad. When companies have offices overseas in a host country and headquarter locally then
marketing strategies are being created locally and implemented on the basis of local needs.
Different marketing strategies are being used for each market as per this approach.
Region-centric: International marketing approaches are being used and developed for specific
regions. Specific marketing strategy or region-centric approach can be used by companies for
specific region in which company operates. For outside regions, same company may use
ethnocentric and poly centric approach. In this approach organisations used to select the
managers from various countries which lies within geographical locus of business. Thus
managers are chosen from the region which has close association or resemblance with the host
country. One of the key advantage of this approach is that such types of managers are more
efficient in terms of handling cross cultural issues which have negative impact on business. In
terms of cost also this method can be considered as more efficient. However, the lack of
international experience can act as one of the key challenge for the business. The language
barriers can also act as major drawbacks for region centric approach.
Geocentric: As per this approach, companies believe that thy can make use of one type of
strategy for all countries regardless of cultural differences. Companies that make use of this
approach, select effective and the best way in which they can offer their products and services
and can satisfy to both national and international customers (Kim and et.al., 2017).Overall it can
be said that selection of the best and effective approach mainly relies on the type of business and
sector in which company operates. So, it can also be said that operating business abroad depends
on the size and this model can make them beneficial in selecting approach and expanding
business.
2. Recruitment and selection of employees in developing countries
Introduction
A multinational business always has to use different strategies while recruiting and
selected employees running own business operations in the developing countries or well-
developed countries (Lima and Pereira, 2018). Basically, when a business hires employee in the
well-developed countries, then it will have to offer very higher amount in the terms of salary.
According to Donnelly and Whelan (2020) if that same business needs to hire employees in the

developing countries, then it can offer something lower price of these countries in the
comparison of employee of well-developed countries (Suganami, Carr and Humphreys, 2017).
The main reason are mainly important as well as essential to those people who are currently
working in a single country’s boundaries. For example; currently Prufrock coffee café business
of London is able to ason behind this fact is that, a developed country always has the value of
currency higher than developing or undeveloped countries (Mohezar, Zailani and Tieman, 2016).
That’s why upper management of a multinational business have to order its HRM for using some
different strategies to hire people or employees in developing nations’ market place.
Panel Interview
It is basically a conversation in which two or more members of hiring team are involved.
In the panel, various people are there including the potential supervisor, human resource
representative and the other decision-makers (Woolway, 2018).
It is the most effective interview practice under which interview of an individual is taken by a
number of interviewers who usually belongs to different departments of the company.
As per the Möhring and Schlütz, (2017), panel interview broaden the scope of selecting
the best and suitable candidate due to the involvement of many perspectives of different
individual. Different perspective will helps in making the process easy along with choosing of
most desirable candidate. However on the other hand Hoffman, (2019) said that this interview is
usually time-consuming. It requires a lot of time to gather different interviewer belonging to
different departments. Also, while performing this interviews taking of decision got tougher
because of the involvement of different views and perspectives of different interviewer.
Baxter, (2017) said that panel interview reduces the biasses which is usually seen in one
on one interviews because panel interview usually includes more than one interviewer. Thus, it
becomes very difficult for the interviewer to give favouritism to an individual and bring biasses.
On the contrary Pieris, (2019) said that panel interviews usually brings lot of pressure over the
candidate. As a result of that pressure the performance of the candidate is not that much
enhanced or usually lower down in panel interview in comparison of one on one interview.
However, it would be right to said that panel interview usually proves successful in
comparison of one on one interview because in panel interview there are fewer chances of
biasses. Also in panel interview there is an involvement of different interviewer of different

backgrounds and specialization which again plays a very important role in choosing the
best candidates out of odds.
Person Organization Fit
Person organisation fit is generally business theory that generally by organisations and
businesses for making different people or human resources for the fit to own workplace (Kapiki
and Tsakiridou, 2018). According to person organisation fit theory, upper management of a
business need to coordinate with its human resource management for providing different
effective training and development sessions to employees in the developing countries to make
them completely fit to the organisation (Danison, 2018). Basically, upper management within
most companies tries to provide appropriate training and development sessions to their
employees for motivating them to put own huge efforts in the workplace. When people of a
company put own huge efforts in the workplace, then they will gain great growth opportunities in
the workplace. This growth opportunity can encourage them for being fully fit to their respective
organisation (Sheehan, Grant and Garavan, 2018).
According to different business experts, if upper management of a business knows how to
make people properly fit to the organisation, then it will be able to gain an effective workforce in
own workplace, because a fit person to organisation always enables to put its huge efforts in
comparison of other ordinary employees (Syed and Ozbilgin, 2019). Basically, the concept of
international human resources is important to those businesses of country which currently
operates at the international level, because when a business runs its business operations in the
global market place, then it has highly required to conduct the HRM practices in the context of
hiring effective and talent employees at the international level. Sometimes, businesses face many
challenges during hiring people in the global market place, because there are many countries in
the globe, and each country has its own culture and tradition.
Ability to Adapt to New Management
As illustrated by Pich and Spry (2019) The management of a multinational business has
highly required to have ability of adapt the new management (Loomis, 2018). Basically, when a
business has run its business operation internationally, then it has required open a head office to
each country to manage all tasks in a channelized form (Moleiro, Solntseva and Aybar, 2020). In
this situation, having operations in developing countries, the HR department have to conduct
recruitment and selection process to those who are ready to put their huge efforts against

appropriate salary (Sarsenov and Raev, 2020). This is the way to a multination business for
gaining an effective new management in different developing countries.
Conclusion
It can be concluded that upper management of each business should have knowledge
about recruiting and selection practices of the developing countries. Basically, employee unions
within most developing countries has been fixed very high amount in the terms of salary to an
ordinary employee in the comparison of un-developed countries. It can be also concluded that
upper management should follow all rules and regulation of government and employee unions
while hiring employees in developing nations (Albrecht, Heyer and Stanislas, 2019). It can be
also concluded that in various sectors like fishing, agriculture, manufacturing, construction,
mining etc. the forced labour is prevalent.
Many people took stand against the modern slavery among which there was one famous
Brazilian Actor named Wagner Moura who initiated many campaigns whose aim was to
persuade governments around the world for adopting legislation for tacking and ending the
modern slavery for something good. Anyone can join the campaign for supporting the stand
against modern slavery. On the other side, upper management a venture have to consider laws
relating to employees and human resources for retaining talented and skilled employees in the
workplace.There are some other factors that need to be considered while selecting and recruiting
people for organizations in developing countries such as:
Work experience: There are some differences between ways of performing in developing and
developed countries. So, it is important to consider and focus on working experience in
developing countries. It can help companies to better suit and fill vacant post.
Adaptability: Ability to adapt changes is other main key and factor that should be considered for
employing people for developing countries. Several changes occur in internal and external
factors and employees that lack in this skill can create several problems. So by focusing on
flexibility, recruitment and selection process can be improved (Abbasi and et.al., 2020).
Knowledge regarding policies: developed and developing countries have different rules and
policies so, it is important to make sure that candidate has detailed knowledge of policies. It can
protect them against lawsuit and can help them out in competing with other companies.
Both internal and external approaches are being used that have advantages and disadvantages
such as:

Advantages of internal approach
 Reduces time and cost
 Strengthens employees engagement.
 Better fill of vacant posts.
Limitations
 Create conflicts among employees
 Limits pool of applicants and innovation within company.
Advantages of external approach
 Better quality candidates.
 Attracts new skills or makes a pool of skilled workforces.
 Brings new ideas and innovation.
Limitations
 Time consuming process
 It can increase cost.
 It can demotivate existing skilled employees.
3. “Remote multi-cultural” working with employees in multinational organisations
Introduction
Remoting multicultural working with human resources or employees in multination
organisation is very important task to the management. There is no business can achieve
appropriate outcomes in market place without monitoring or remoting multicultural working
(Manikyam and Lakshminath, 2018). There are all employees of an organisation always comes
from the different background, and that’s why they have different needs and demands as well
(World Health Organization, 2016). This is the main reason that, when the HR department or
upper management of a business has excellent strategies to management or remote multi culture
in the workplace, then people who comes from different background will be felt the valued by
upper management (Martine and Jaussaud, 2018). There are many businesses and ventures not
gain appropriate outcomes in marker place, because they don’t have appropriate strategy of

managing different cultures of employees in the workplace (Gopalakrishnan, 2016). That’s why
task relating to remote multi-cultural working in the workplace, then it can simply achieve better
outcomes within the multinational market place.
Monitoring
Monitoring and controlling different employees or human resources in workplace is one
of major task to the management as well HR manager of a multinational organisation. In this
dynamic and modern world, there are many effective strategies of HRM gives great contribution
in monitoring and controlling human resources and their cultural values in the workplace
(Sugimura, 2016). For example; establishing an effective communication with employees is the
first technique to systematically manage as well as monitor human resources in the workplace
(Toh and Thangavelu, 2016). Basically, when upper management of a global business comes to
its employees and try to interact with them, then these employees will may feel valued by the
organisation, and this is the main reason that, proper communication between employees and
employer can contribute in the perfect monitoring of cultural values of employees (Morley,
Heraty and Michailova, 2016).
On the other side, the other side, upper management can celebrate its employees’
festivals as well which they have celebrated to due to own religion culture (Chakraborty, Collins
and Grineski, 2016). In this situation, when employees of an organisation see its employer to
celebrate their festival, then these employees will be felt very valued by the organisation.On the
other hand, most people in across the world, now fully aware about the role of employment law,
and that’s why they choose such companies and businesses in marker place where existing
management has believed in adhering employment law (Thapa, 2018). Basically, in this dynamic
and modern world, following existing business laws and ethics is another major way to an
organisation for effectively monitoring cultural values of an organisation (Walker, 2018).
After monitoring multi cultures in the workplace, a multinational company can simply
put very positive impact on the behaviour and performance of all existing employees (Majowska
and Austen, 2019). Many of employees give priority to working in such organisations and
businesses where existing management respect and value culture of any type of employees,
because each person has its own cultural values and tradition (Themistocleous, 2018). After
adhering these all factors in own workplace, the upper management of a multinational business

can simply monitor different cultures of people, human resources and employees in the
workplace.
International Labour Organization
There is consideration of international labour organisation is also very mandatory to an
organisation, because with following the guidelines of this organisation, there is no multinational
company can hire employees or human resources in the international market place (ZHANG,
2018). The international labour union was formulated for working the welfare of employees or
workers of across the world. In this situation, it has provided, some rules and regulations and
guidelines to businesses of all countries in order to manage human resources or employees in
ethical way (Machin, 2019). Many times, many businesses not behave appropriately as well as
ethically with their employees in the workplace, in which international labour organisation takes
quick actions towards informing these businesses to not behave unethically with different
employees in the workplace (Munn, 2016).
On the other side, this organisation has decided the working hours also for all types of
employees or labours in different countries, and that’s why when a multinational organisation
hires employees and human resources in global market place, then it should have knowledge
about working hours for employees of existing nation or country (Kerikmäe, Hamuľák and
Chochia, 2016). On the other side, any multinational business can coordinate with this
international labour organisation for fulfilling the need to talented and skilled in own workplace
at the international workplace.
Corporate Social Responsibility
On the basis of Arcari (2019) Corporate social responsibility (CSR) is very effective
method to different companies and businesses right now for improving its brand image or value
at any marker place (Shaw and et.al., 2019). Basically, a business has always required to fulfil
the obligation of CSR in market place where it operates, no matters that business is a
multinational business or a domestic business (Reid, 2016). In this dynamic world, there are
many businesses provides free facility of hospitals, schools, colleges, transportation in that areas
where they operate in the terms of fulfilling the obligation of corporate social responsibility
(Maurya, 2018). In this situation, when a UK based multinational company wants to gain an
effective workforce in its Japan’s business operations, then it needs to work in the welfare of
Japan’s people, because this step of UK based business will put a very positive impression on

employees which belongs to Japan (SAYARI, 2017). The business can offer some gifts and
prices to its Japan people on this country’s national or cultural festival, because this is very
important to the business for managing multi culture of employees in the international market
place.
Conclusion
It can be concluded that upper management and HR department of each multination
business have to be ready for adopting the concept of ‘remoting multi cultures. Basically, a
busines has always required to hire people of many countries while running own operations at
the international level. In this situation, a business has to deal with many people who has
different cultural background, and that’s why it nee to follow the strategy of remoting multi-
culture in own workplace to manage all employees or human resources in very effective manner.
By properly remoting cultures of different employees or human resources at global market place,
a multinational business will be able to simply operate its business operations in the international
market place.
4. Reflection on how the module content will inform and assist in own future
management role
Introduction
The section will include the three major topics which must be handled by the HR team of the
organisations which includes culture shock, modern slavery and Person-Organisation fit. These
issues are to be handled by the HR team of the organisations. These topics will be discussed by
going through various books, journals and research papers. Various aspects of these topics will
be highlighted in the given section of report. Culture Shock is basically an experience which a
person may have when one moves to the different cultural environment which is totally distinct
from the one’s own. This is personal disorientation when an unfamiliar way of life is faced due
to immigration or due to visiting a new country (Kara, 2017). This is not developed suddenly; it
takes weeks and months to develop. This is mainly faced by the travellers who move from one
place to other frequently. This not only is faced due to being unfamiliar with food or social
norms but also it can be faced even after being familiar and comfortable.
Another aspect which will be discussed is the modern slavery which is the severe
exploitation of other people in order to gain some profit personally or commercially. This is done

in many ways like forcing someone to make clothes, serve the food, pick crops, any sort of work
in factory and many more (Malhotra, Sahadev and Sharom, 2020). Furthermore, person
organisation fit will be discussed which describes the compatibility between and organisation
and an employee (Almeida, Waxin and Paradies, 2019). This means that the beliefs and values of
the candidate shows congruency with the values, mission and ethics of the organisation which
also impacts the culture of the company. There are many ways in which the person can be judged
whether P-O fit or not which are initial phone screenings, assessments before the selection
(Sarıboğa and Serin, 2020). Here, the candidate must have the abilities to fulfil the requirements
of job description.
Culture Shock
According to Presbitero (2016), Culture shock represents the feeling of uncertainty,
confusion or anxiety that normally people visits in business or in a society where they live that is
different from their own. There are different social norms across countries and regions. So,
culture shocks arise due to the unfamiliarity of the individual with the local customs, acceptable
behaviour and language. This is when the people go far for some business purposes.
Also, this was highlighted by Liu and Leung (2019), in their books that it is usually most
intense at the beginning in a good way. the scholar mentioned that when there is change in
culture or when people go to the new environment for less time then it acts like an adventure and
the people are usually thrilled for such change in environment. There is an initial glee of being in
a new environment which helps in increasing the efficiency of management.
On a contradictory note, Belford (2017), argued that when someone is on a long stay,
then it does not give any sort of excitement instead it results in fatigue. This normally happens
because of misunderstanding of actions or conversations of others, their way of doing and
operating things etc. This is evident as the person shows the ineffectiveness in communication
just because it becomes difficult to understand others in completely different culture. The most
difficult phase in culture shock is when the frustration is due to homesickness which causes
depression.
The best antidotes for the culture shock are the time and the habits which are inculcated
with time where various proactive steps can be taken by people in order to alleviate it well
(Cupsa, 2018).
Modern Slavery

As per the view of Tickler and et.al. (2018), Modern slavery can be considered as the
severe exploitation of the other people due to personal or commercial gain. This was identified
by the scholar that it is all around us, but is just out of sight. There can be many examples of
modern slavery such as people becoming entrapped in serving food, picking crops, making
clothes, working in factories, working in houses as cooks, nannies or cleaners.
It was also mentioned in the books by Stevenson and Cole (2018), that modern slavery is
becoming a global issue at massive scale that becomes very difficult to combat effectively. It is
now not considered as a challenge of corporate social responsibility but much more than this. In
this situation, one person has taken away the freedom of another person. The freedom can be in
terms of controlling the body or deciding to do a certain work or stop working so that they can be
exploited. It can be taken away sometimes by violence, threats, abuse of power, coercion and
deception.
Furthermore, the authors Landman and Silverman (2019), mentioned that modern slavery
can include the crimes if human trafficking, slavery like practices including the forced labour,
servitude, servile or forced marriage, exploitation or sale of children and even debt bondage.
Also, it was elaborated that modern slavery can take place in each and every industry including
the informal economy also. The women and girls especially are subjected to sexual exploitation.
Person-Organisation Fit
As per the view of Zhang and et.al., (2017), P-O fit basically describes the compatibility
between the employee and the organisation. Also, it is considered to be the congruence of the
values and beliefs of the candidate with the values, ethics and the mission of the organisation
which must be reflected in the culture of the company.
Person-Organization fit is different from the person job fit which can easily be tested and
measured though easy phone screenings and assessments of pre-selection in the recruitment
process for evaluating the potential person-job-fit of candidate. P-O fit is harder to measure and
can’t be easily checked through testing or making biased decision by focussing on the gut
feelings. Hiring a P-O fit candidate helps in increasing the retention of the organisation as when
the person feel that they are fit for a job, it increases their involvement in the company with a
greater bond with colleagues which not only helps them to achieve the organisational goals but
also enhance their desire to stay with the company.

Various another benefits were elaborated by Kooij and Boon (2018), such as productivity
because the employees with goof P-O fit are committed to the company because of the high job
satisfaction. They strive hard to perform the tasks in the best possible way they can which
increases the overall productivity and the output of the organisations. Also, the P-O fit
employees becomes happier becoming more actively engaged. This increases their contribution
and also helps to collaborate with colleagues in much better way which demonstrates more
creativity.
The benefits if P-O fit employees was further explained by Memon and et.al. (2018), that
these employees are satisfied with their work and the workplace always sing praises and refer to
their family and friends to come and join the workplace too. Referrals helps in reducing the
onboarding time, more productive employees which leads to an organic P-O fit.
Conclusion
It can be concluded that, to ensure the P-O fit in the candidates, the HRM of the
organisations have to follow a systematic procedure in which they must first define what P-O fit
is for the organisation as every organisation has different values and culture. This is followed by
writing the job posting, setting pre-selection process, inviting candidates to the office, improving
the interview process as it is the most important part where many reliable questions must be
asked which ends up to the evaluation process (Mensah and Bawole, 2018). Therefore, it must be
known that what is entailed by P-O fit in the organisation. It can be also concluded that the
management of the business can use strategies to employee relations as well to make fit human
resources to people for the organisation.

References
Books & Journals
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Alkaabi, S. A. R., Alkaabi, W. and Vyver, G., 2017. Researching student
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Almeida, S., Waxin, M.F. and Paradies, Y., 2019. Cultural Capital of Recruitment Decision‐
Makers and its Influence on their Perception of Person‐Organisation Fit of Skilled
Migrants. International Migration. 57(1). pp.318-334.
Andersen, T., 2019. Five half truths about IHRM–Data from Scandinavian MNEs. In Global
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Arcari, M., 2019. New Technologies in International (and European) Law—Contemporary
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