Differences in Approach and Perspective between Domestic and International Human Resources

This academic paper analyzes the differences in approach and perspective between domestic and international human resources management. It discusses the various factors that influence HR practices in both contexts.

7HR007: International Human Resources-Contemporary Issues

TABLE OF CONTENTS
ACADEMIC PAPER 1....................................................................................................................3
Introduction..................................................................................................................................3
Literature review..........................................................................................................................3
Literature review..........................................................................................................................6
Remote multi cultural working .................................................................................................10
Academic sources role in future management ..........................................................................13
CONCLUSION..............................................................................................................................16
REFERENCES..............................................................................................................................18

ACADEMIC PAPER 1
Topic: To analyze the differences in approach and perspective between Domestic and
International Human Resources
Introduction
Human resource management can be defined as the process and practices of managing
the employees of an organisation for achieving optimally higher productivity. It can be defined
as a strategic approach the is needed in the management for gaining competitive advantage,
achieve the company goals and objectives and maximisation of people performance. It involves
practices like recruitment, selection and hiring, onboarding, training and development,
compensation and performance management, succession planning, employee motivation and
retention etc (Michael, 2019). International HRM is associated with management of employees
that belong to many nations usually host country, home country and third country nationals;
while domestic HRM is concerned with managing personnel that belong only to one nation. This
academic paper will discuss two types of human resource management. International and
domestic and try to understand the approaches and perspectives of both.
Literature review
According to Fattaah, Singh and Darwish, (2020) the approaches to HRM is concerned
with management of a limited number of activities as it operates within one nation and
subsequently is affected by a limited degree of external factors. The human resource managers
present in a single nation tend to administer all HR programs, policies, employee legislations,
regulations and requirements in context to the specific country standards. In such domestic
environments, the approaches used are aimed and focussed at single cultures and country people
and the perspectives are relatively less wide. The processes of procurement, allocation and
utilisation of personnel is limited locally for gaining competitive advantage. Domestic HR tends
to deal with a less diverse workforce and the polices implemented don’t give a great emphasis on
workforce diversity and cross-cultural sensitivity. The approaches to training, compensation,
hiring is not a highly complex procedure (Fattaah, Singh and Darwish, 2020).
As per Routledge, Ariss and Sidani, (2016) international HRM is generally characterised
by high complexity, need for a broader perspective, higher involvement in the personal lives of
the employees and closely managing them. There is also a higher emphasis on the employee mix,
3

change management, higher risks and more degree of impact by external environmental factors.
The global HRM addresses a broad range of activities in comparison to domestic human resource
management. At global levels, the personnel management have to deal with elements like
international taxation, coordination in terms of exchange rates and foreign currencies, global
recruitment drives and internal orientation programs that support assisting various cultures.
Routledge, Ariss and Sidani, (2016) also states that IHRM is concerned with workers that work
across nationalities and the management needs a greater level of involvement as employees
might be an expatriate and staying abroad to conduct company functions. The MNC HR manager
needs ensuring various aspects like the environment of the foreign workplaces, compensation
and benefits, cross cultural training and development through workshops especially for
expatriates. A global HRM provides greater exposure to workers due to different international
assignments and learning opportunities in comparison to local projects. Aside from this, there is
a high tendency that global HRM could face more risks and costs along with facing internal
political, economic and societal factors and implementing internal laws and regulation-based
employee policies (Routledge, Ariss and Sidani, 2016). At the same time it can be stated that
there is high exposure of risk in international HRM in contraction with domestic HRM as there
are different types of risk associated like Political, regulatory etc. Thus, such risk can lead to
serious consequences like social boycott of parent country nationals so international HR manager
needs to be very careful in taking decision related to issue of international HRM.
From the point of view of Doğru, (2019), IHRM is completely different form domestic
human resources management, as there are more varied activities that need to be performed by
HR at international level. It can be stated that international HRM has broad perspective because
it has to considered variety of factors while making decision or any issue of international HRM.
Thus, all these factors are not relevant to domestic HRM while taking decision making process.
International human resources required to be more involved in the process so that it can be
suitably placed employees in international location in which they are more familiar. Thus they
can easily complete the task in more familiar environment and contribute their best for
achievements of end goals.
Memeti, Azizi and Luma-Osman (2019), In international human resources management,
there is more emphasis in employees mix in terms of nationality of employees. Like in many
circumstances HR manager recruit employees normally from country of its origin so that
4

company have favourable image in the country. Therefore this approaches resulted in increasing
proportion of local employees in organisation. So, it can be stated that international Hr manager
needs to deals with new set of social -cultural, legal and political system while handling or taking
several decision for benefits of organisation. International human resource management also
ensure that employees are are working in different parts of country needs need to provide healthy
and better environment in foreign country, compensation so that they can live better lifestyles.
On contrary, domestic HR is limitedly involved in all such activities or approaches as it need to
handle few individuals of domestic market only.
The author Tyas and Sunarto (2020), also illustrated that it does not have to change their
mind set to work but also provide them guidance, training about the way they need to complete
the task so that maximum outcome can be achieved. The main differences between domestic HR
is that it is concerned with interest of domestic employees while IHRM is concerned about
global employees that are working in several different parts of world of organisation. So, the key
differences in their perspective is that employees are selected and recruited at various
international locations. The author further also stated that it international taxation, exchange rate
coordination, foreign currencies and international orientation of employees. IHRM emphasis on
working with employees that are spread in more than one nations of particular organisation while
domestic is concerned with few individuals that belong to domestic nation only.
According to another author Benson, (2017), International human resource management
provide more learning exposure to employees as compared to local HR as more cost and risk
associated with them. International human resources needs to considered law and policies or
issue related to several countries while domestic has limited approach. IHRM needs to change its
strategy as per global business environment while domestic HR manager make strategy in
accordance with business strategy and objectives so that company can gain competitive
advantages.
As per perspective of author Trost (2020), IHRM has broad perspective as it deals with
greater scope of activities or more challenges as compared domestic HR. So, the author wants to
stay that it have more narrow approached in context of domestic human resources management.
IHRM needs to make different systems for different location as per country and local
environment so that employees can comfortably complete the their respective task.
5

On the other hand as per the author Momeni and Martinsuo (2018), domestic Human
resources needs to deals with limited external factors like government regulation, laws related to
staffing etc. In domestic environment, HR manager organise several program for employees
belonging to single nationality whereas International HR take all decision related to addressing
the issue of employees that are belonging to more than one nationality.
As noted by Jovanovic and Bozilovic, (2017), human resource management have special
capabilities or characteristics to motivates or influence individuals to work hard so that company
can attained its end goals in limited time frame. Every country has its own peculiarities therefore
IHRM in terms of relation between labour and capital that directly influence business strategy.
There are many more differences among IHRM and domestic HR in terms of perspective and
approaches such as IHRM focus on numerous areas while Domestic Hr focused on limited
scope.
Murthy (2019), Multinationals company are facing lot of challenges therefore it has
become duty of Human resource manager to design appropriate strategies or steps that could be
fruitful in achieving the end goals in the best possible manner. The main task or approach of
IHRM is to resolve different problem related to organisational culture so that individuals form
different background can easily coordinated to work together as a team for desired objectives.
Many organisation are operating at international level with an objectives to earn more profit
margin by fulfilling needs of several individuals. Therefore, IHRM use different approaches to
motivates employees to develop numerous skills so that they are able to delivered qualitative
services to customers.
Aris and et.al., (2019),On the other hand domestic HR manager take few or single
approached to manager diverse individuals as they belong to similar culture, nationality etc. The
function and strategy of IHRM are impacted by foreign culture as well as laws while in context
of Domestic HRM it is not affected by all such factors thus employees can be easily influenced
to work as team for achievements of goals. So, it can be stated from the above academic paper
that there is high differences between approaches and perspective of both IHRM and domestic
HRM.
CONCLUSION
From the above literature review it can be concluded that both domestic and international
human resource perform different functions in the organisation. It can be concluded that IHRM
6

adapt its strategy as per specific country whereas domestic HRM has to considered culture of one
country only. At last it can be concluded, that Human resources play different roles both at
domestic and international level to handle diverse individual and contribute in growth of firm.
Literature review
The recruitment and selection process in developing countries is a dual process following
approach considering two sources of recruitment that is internal sources and external sources.
According to Muscalu, it is wise to use both sources to increase the chances of getting best
suitability for job. The two sources are discussed as follows:
Internal sources of recruiting means recruiting from within the organisation as it can be in the
form of promotions, giving more responsibility to a person experienced within the organisation.
It can also be referrals within the organisation from working employees. The sources are as
listed:
According to Abbasi and et.al. (2020) promotion means giving higher responsibility to
someone who has spent a considerable amount of time within the organisation and raising the
designation of individual to lead a team. This helps the company to get the vacant position filled
and save time for the company to get an experienced person. The second type of sourcing within
is transfer. In this case, a vacant position lying in an organisation is filled internally by posting
someone eligible to carry out the same tasks and role to another branch. This does not entail
raising the salary of the individual as work has the same responsibility. The third type of
sourcing can be giving internal advertisement. This advertisement is given in company itself and
employees with suitable skill sets are encouraged to apply. It saves company's cost to advertise
and recruit outside.
As per Jeske and Shultz (2016), referrals is a most useful tool in getting suitable
candidates with help of employees giving references of their friends or relatives who are eligible
to fill the vacant position. The HR in turn give some reward money for references and helps in
easing out process of sourcing. Taking another source in account, it is recall. It happens when
company is not getting suitable expertise or experienced person to fill the position. This is the
time when company calls in its old employees who have left the organisation and can fill the
vacant spot at least for some period of time.
7

Internal sources of recruitment have their own merits and demerits. Talking of merits,
Slavić, Bjekić and Berber (2017) has said that it reduces the cost of recruitment for the
companies as the company does not have to indulge in advertising in newspapers or online.
Internal advertisement can be easily done with help of e-mails to employees. It also helps
company in getting a known employee for promotion. Company is already knowing the person
well and it also makes other employees comfortable with the known person. It also boosts the
morale of employees that work done well is rewarded aptly. It motivates employees to continue
their services for a longer term thus benefiting the company. Induction is also not required when
employees are already familiar having served in the organisation.
Talking of demerits, Jeske and Shultz (2016) specifies that internal sources often call
previous employees to fill the positions they are not getting expertise for. In this situation, the
employee who returns can emphasise his value more than other colleagues which can cause
behavioural concerns within the team. It will not be harmonious for the team as well. Also the
employee who had left the company for greener pastures, it cannot be expected that the
employee will be continuing for a long term. One demerit can also occur in case of transfer of
employee from one city to another which may not be according to the will of person and might
find difficulties in adjusting with a new environment.
Talking of external sources of recruitment, these are the hiring done from outside sources
other than the organisation. As per Slavić, Bjekić and Berber (2017), a company can take help of
a recruitment consultancy by outsourcing the process of identifying and sending candidates to
the firm for recruitment process. This is done by identifying potential candidates through online
job portals, mass mailing and sometimes personal mailing according to job description sent by
company's HR department to consultancy. Suitable candidates are interviewed telephonically and
sent on their reference to the company for further recruitment process.
Companies often make use of public advertisements in print media or electronic media
like television, radio, internet etc. The advertisement gives a brief introduction of the job profile
with the company's name, address and contact numbers. This helps to get a number of
applications out of which HR select the most relevant ones and call them for interview.
8

As per Waxin and et.al. (2018), companies tie up for campus placement in universities
which are offering graduate and post graduate programs. They give a job description about the
profile explaining the nature of duties the candidates will be performing in various departments
and the selection process consisting of aptitude and personality assessment rounds. The
companies offer salary packages although they have to incur the cost of training as candidates
are inexperienced.
Companies sometimes conduct a job fair in which they visit different cities to get a pool
of talent. They organise interviews at venues like hotels, their own recruitment offices etc. and
carry out recruitment for a few selected days in the city.
External sources also have their merits and demerits. As said by Abbasi and et.al.
(2020), the cost for advertisements are high of giving ads in newspapers, television etc. Other
costs come in the form of conducting job fairs and its own advertisement. Company has to pay
rent to book conference rooms at hotels for conducting interviews. Companies have to incur
payment costs of consultancies offering services to them. It happens sometimes that candidates
sourced by the consultancies are not at par with company's expectations. Companies also have to
incur training costs of graduates coming through placements.
Speaking of merits, as illustrated by Waxin and et.al. (2018), companies get a relaxation
in work by outsourcing the work of sourcing candidates. This helps company's HR to focus on
other several important issues. Companies can get candidates directly who come well groomed
from colleges according to company's preferred academic background. They do not have to
source them on their own. They also get a talent pool of candidates from diverse backgrounds
and cities when they conduct job fair thus employing a diversified work force.
It has been stated by Goldstein and et.al. (2017), selection is the second stage of the
process. Selection is the process of selecting the most appropriate person for the job by
conducting various personality assessment rounds and aptitude intelligence rounds. Selection
process of company differ according to their requirements. Generally, company conducts round
of aptitude and personality assessment in which candidate's performance in intelligence tests is
examined and a certain percentage is set as pass criteria. The discussions of group are carefully
watched as to how each candidate is performing and whether they are flexible in their approach
9

to listen to other opinions also which go a long way in team building. There are certain
companies which set group tasks for judging candidates presence of mind and cooperation within
the team. Finally, the interview round in which the knowledge and personality of candidate is
assessed according to the job requirements.
As spoken by Lepistö and Ihantola (2018), the selection of candidates is done by gauging
the performance weightage in each round and finally arriving at the conclusion when the
candidate has proven on all parameters. The selection process further has to make the candidate
come onboard. They have to do the verification of the academic documents and experience
certificates of candidates. The HR team then has to send the list of shortlisted candidates along
with their document proofs to the on boarding team. The on boarding again verifies the
documents and upload them on the company's portal. The HR have to provide information of the
company and its processes to shortlisted candidates to help them get a know how of the
organisation and discuss the salary component, incentive structure and other benefits on joining
the organisation. After the candidate's approval for the same, candidates have to be handed over
the offer letter giving the brief of job profile, about the organisation, leave policy and other
benefits and the salary structure decided for the candidate with a given date as per candidate's
preference to join organisation in near future.
Speaking of merits, as said by Goldstein and et.al. (2017), selection process has always
been a rigorous method which scrutinizes candidates to find out the best talent for organisation.
The various methods used help in finding candidates who can lend their expertise and serve for
longer periods of time.
Talking of demerits, as explained by Lepistö and Ihantola (2018), it can sometimes
happen that the process is too tedious and the candidates who are scoring low on one parameter
could have fared well with training in the particular area. As such these candidates are left out
and talent remains unrecognised. Also, sometimes unnecessary tests conducted which are not
relevant according to the job profile are induced and this leads to elimination of suitable
candidates who are not able to perform well in those tests. It also happens that salary bar not set
high for candidates with experience discourages them.
10

Remote multi cultural working
On the basis of the views given by Oliveira and et.al., (2020) in its book and study over
talent management practice in organisation that remote working is among the key working
practices channelises by the international organisations. As the multinational organisations are
expanded across the globe which allow the companies to have multiple business locations. This
concept is about to transfer employees in different locations. International or multinational
companies carry multiple branches at different locations. Under the approach of remote working
company send its employees at different locations by promoting them at higher positions.
Multinational companies hold the organisation hierarchy which allow them to promote
employees at higher designated level. The remote multi cultural practices are seen under the
practice of promotions of employees under the multinational organisations. Multi-cultural
working is further a key concept part of they multinational companies. Bejarano, (2019) As these
companies operate their functions at different locations across the globe which motivate these
organisation to maintain the multiple cultures at the organisation level. Multi culture
environment denote recruitment and selection of employees from all the cultural background.
The practice of recruitment and selection under the globalised companies do not differentiate
between the candidates based on the religious or cultural background of such employees while
recruiting such employees. On the basis of individual capability or potential and requirement
related to the designated position role human resource department recruit and select such
respective employees in these organisations. Mirbabaie and et.al., (2020) has favoured the multi
cultural working practice in its study that this entire operation and functional activity support
company to sustain the diversity at the organisation. Multinational companies always try to
assign the international locations ot its employee force so that regional or cultural diversity at
this organisation can be maintained by companies. Employees are the key resources part of the
organisation and international promotions of human resources allow the company to keep on
maintaining the respective multi culture trade at the organisation level. This practice support the
overall development and growth of the multinational companies.
On the basis of views projected by Gallacher and Hossain, (2020) multi cultural working
is a professional practice implemented under multinational companies. This practice is favoured
by author as it provide various advantages and benefits that can provide the overall growth and
development of the organisation. Due to the multi cultural atmosphere the internal environment
11

of company is more vibrant and positive. Cultural diversity allow companies to improve the wok
culture of the organisation. It allows every employee in company to achieve the best level of
satisfaction as the organisation do not differentiate between employees of company on the basis
of religion and culture. Multi cultural values further support the organisation transfer skilled and
productive employees at the international locations and offices. Being an employee it feels so
motivated to get the international transfer Chikosa, (2017). Globalised companies seek
experienced and potential human resources that can guide organisation towards the right path
and direction where all objectives behind the operations can be achieved. Experienced staff at
these locations allow the company to form right frame of strategies and policies so that company
get to deliver the best ,level of objectives and outcomes. Liakopoulos, (2019) Multi cultural
values are also favourable for the organisast6ion to cater the need and demand of customers
belongs to different cultures. This is among the key advantage associated with the multi cultural
practice of company. IN order to satisfy the need and requirement of different customer base it is
essential to understand what they demand and look for in the product they consume. BY only
meeting up the need and demand of the consumer company can achieve the best level of growth
opportunities.
In the studios over multi cultural practices in the multinational companies Popovici and
Popovici, (2020) has reflected about several advantages that this practice cater to the
organisation. Multi-cultural values allow the organisation to deliver the potential level of
changes in the organisation practices and its associated products so that best possibility to
improve the target customer base of company can meet. IT is important for the organisation to
constantly upgrade its customer base by attracting new potential customers towards buying
company's products and services. Liedke DNP, (2018) With the support of multi cultural values
of such international organisation they get to offer the best possible products and services on the
basis of the expectation of customers belongs to different cultural and religious values. Catering
the best possible products and services it is important that product or service company offer are
useful and fruitful in context to the people belong to all different cultural background. Many
times some products are strictly restricted under some cultures that can be eliminated by the
organisation to channelise its product development initiative. Khan, (2017) This practice is
favours by many intellectual and professionals as this allow the companies to maximise its
growth option and consumer base. Profit maximisation is among the key objective behind the
12

operations entertained by the organisation and multi culture provide a suitable atmosphere to the
globalised companies to have the best possible possibilities to entertain growth opportunities.
Employee get the biggest advantage in respect to improved confidence and personality. van
Beek, (2017) This entire practice is more focused towards improving the employee morale and
confidence. They get top experience new things and life style which improve in the knowledge
they carry and also in the experience. They get to develop the overall personality as a
professional which they further can use in the working practices they follow.
Multi culture value is about to develop and establishes the work culture that can allow
employee and work force belong to different cultures on the basis of individual efficiency and
potential of the employee. Oz and Crooks, (2020) has denoted certain demerits associated with
the remote practice of company in regard to the multi culture. This practice of remote working
allow the organisation to transfer the employees and work force at different locations. This
protractive drive the human resources associated with the organisation to face different issues
and problems. While getting the transfer at other locations employee face issue in getting settle
down at the new location.
Rodeghero and et.al., (2020) of author over the multi culture practice denoted that the
entire practice is very emotional challenging on behalf of work force to approach the process
efficiently. Many times employee face problems and challenges shifting at other locations. Many
employee face health related issue at they do not find weather or other environmental factor
suitable in respect to the mental or physical health of the work force. Multinational companies
also follow the practice of remote multi culture that allow the organisation to transfer employees
from multiple cultures and different religious values to maintain the multi culture at all the
business locations of company. Renfro, (2018) This practice is very critical as not every human
being feel positive in getting adjust at new locations. Especially the international transfer is more
challenging for the employees. They get to experience new cultural values and ethical situation
which make them nervous and less confident in respect to the operations they perform. IN case
the human being is an introvert which do not get easily indulged under new environment remote
multi culture practice make it more emotional challenging for such employees as they face issues
like loneliness, suffocation at new location, depression and other mental health issues. All these
issues directly decrease the productivity and work efficiencies of the human resources part of the
organisation. In the study over remote multi culture practice undertaken by organisations author
13

has criticised the entire practice on the ground that in many cases' employee face less confident
and nervousness while taking the international transfer due to they have heard some negative
stereotype about the place. Barh and Azevedo, (2017) The negative feedbacks about the places
and location make it more difficult for the employees and also in respect to the family members
of such employees. Resistance from the employee side and the family members of such
employees are seen in such a situation. The emotional challenge and mental pressure is huge
which leads to many mental health disease and issues for such employees.
Conclusion
Remote multi culture working is about to transfer employees at the different business
location. IT involve sending human resources at other domestic or international organisation.
Remote multi culture working consider many challenges like it contain many emotional or social
barriers which an individual needed to face.
Academic sources role in future management
Academic sources contain under literature and respective studios over various topics. The
module and academic writing guide the management and board of directors in multinational
companies about all the effective decision-making that can support the best level of talent
management at the oranisation. I was a part of the multinational organisation identified as the
Marks and Spencer Company. The organisation is located at a global level by serving stores at
approximately 14000 locations at a global level (Liakopoulos, 2018). Our management and
board of directors used to take multiple decisions such as transferring employees at the
international location. Company try to cater services like providing flat facility so that employee
can look for its stay, allowances like conveyance and other allowance so that employee can meet
its expenditures and other such facility. Company also provide us visa and other facilities so that
transformation can sound effective and efficient.
I also got professional language training, skill development training, personality
development campaigning so that I can deliver the best level of working outcomes. Our company
used to transfer employees at the international location so that employees of company can feel
motivated and they can see the international transfer as a reward against the productive
performance they could deliver in against to the employment opportunity provided to us. IN the
book of talent management Knight and Taylor, (2020) has also supported practices like
14

personality development training, skill improvement training and other such practices achieving
the best level of capabilities reward against the international transfer entertained by the human
resources. IN the study it is reflected that companies must provide trainings to prepare the
employee already for facing all the challenges part of new working conditions. Rakau, Seheri
and Gededzha, (2017) This is the responsibility of the organisation to improve the employee
morale and confidence before transferring the employees of company at any of the international
business location. Globalised companions own multiple corporate offices and every business
locations has its own merits and demerits. IN order to achieve the best level of profitability
companies and management must cope up with all the challenges so that company can take
competitive advantages at the new business location.
Every time I got any international transfer my management and team leaders used to
communicate about the working conditions and cultural values the new business location will
cater. Many factors can be communicated and identified with the support of different sources
like literature, internet, books and other such sources that every employee get to know but many
sources are completely unaware by professionals and intellectuals that are hidden. Management
and team leaders also used to coordinate about all the hidden facts and information that can
provide us detailed overview in respect to the key challenges and issues I will get to face at the
new location. Häggblom, (2020) has also stated in its book that management carry the
responsibility that it make the employee more aware in respect to the key issues' employee will
face in case of getting transfer at the new international location. Arshad, (2020) This is the
responsibility of the management that it make the human resource ready towards dealing with all
the key requirements related to the international transfer. Management in my company also make
myself aware about the responsibility I would address. It is essential that human resource get the
complete brief about the new designated position role assigned as an employee.
Wang and et.al., (2020) has indicated that this is the prime responsibility of the
organisation and management to interact about all roles and responsibilities employee get to
address in against to meet the overall requirements attached with the new designated position
role in the company. Skulstad, (2020) also presented in its study that before getting the transfer
employee must know about the new role in the company and also all the authorities along with
the responsibilities attached with the new designated position role in company. This practice
15

make employee more capable and ready to cope up with the responsibilities attached with the
designated position role in company.
The multi culture working is among the part of employee development and motivation
practice channelises by the company. IN our organisation all such employees that could perform
well and meet up all the key requirements attached with the designated position role offer by
company are capable to get the international transfer at any of the globalised business location.
Charalampous and et.al., (2019) identified that the human resources of company that could
perform efficiently and capable to deliver the expected outcomes on time get prearrange to
address any international trip to understand the different working requirements that company
needed to address. Liakopoulos, (2019) Motivation is another key agenda behind channelising
the remote multi culture practice at the organisation. IN our company human resource
department follow this practice so that employee can get motivation towards performing the best
level of operations. Company only approaches the employee that are efficient and productive to
grant transfer at the international business location so that they get a different exposure and an
idea about the need and requirements attached with the international business location. As per
the views given by Azimov, (2020) motivation is about to improve the employee morale so that
they get to achieve the best level of work efficiency. Motivation is always a key tool that favours
human resources to achieve the best level of working outcomes. This make human resources
more active towards putting extra efforts so that they get to address all the modified need and
requirements related to the designated position role assigned to such employees. Remote
working always help and support employees in advancing the overall growth opportunities as an
employee and advancing the development capability of the human resources. Author study also
support the company's approach to grant the international transfer to only such employees that
are capable and efficient. Teshome, (2017) While giving the international transfer company must
increase the salary of the respective employee as it is conducted as a promotion over the higher
designated position role in the company. The book also support the approaches taken by our
company to offer high position at the international location under this approach. Study over
employee motivation topic also reflect that content and process theory of employee motivation
also respect to this practice in order to motivate the human resources to prove the work
efficiency and productivity. Close and Askew, (2017) Content and process theory of employee
motivation support that organisation hierarchy must be capable to provide the productive
16

employees of company to grant the international transfer by offering better and higher designated
position role at the new organisation. It motivates the human resources to put the extra efforts to
achieve better work efficiency and productivity as an employee.
I have experienced that in my company we used to assist the skill and personality
development campaign as an employee. These practices will allow me to reach the best possible
level of work efficiency and productivity. Skill development must be constant so that employee
can continuously improve its overall work efficiency and potential in order to reach the best
possible working outcomes (Luisa and Pianese, 2016). Skill and personality development
campaign I attend has contributed in my capability and motivation to perform the best possible
operations. Management need to be focused and motivated towards expanding the reach of the
possibility and operational efficiency. Being a manager I get to make decisions related to
operations and other such practices. Варвус and Ефимец, (2019) The skill development
campaign is a key practice applied under the organisation that can ensure the best possible
operational outcomes. All the academic will support to achieve the best level of outcomes as a
professional. Different skills help and support to approach delegation, management and other
such factors that can allow reaching working capabilities and efficiencies.
Conclusion
Academic sources would guide in future operations. They set a direction to work in order
to meet different job responsibilities. They play a crucial role by providing a suitable and
effective guidance so that overall objectives can entertained.
17

REFERENCES
Books and Journals
Abbasi, S.G. and et.al., 2020. Examining the relationship between recruitment & selection
practices and business growth: An exploratory study. Journal of Public Affairs,
p.e2438.
Azimov, P., 2020. Effects of remote work on the workplace and workers How quality of life and
work are affected by being away from the office and what can managers and
supervisors do about it.
Benson, V. L., 2017. Improving employee engagement through strategic planning by human
resources professionals.
Charalampous, M. and et.al., 2019. Systematically reviewing remote e-workers’ well-being at
work: a multidimensional approach. European Journal of Work and Organizational
Psychology. 28(1). pp.51-73.
Doğru, Ç., 2019. An Insight Into Global Perspectives on Human Resources Management
Practices for Immigrants and Refugees. In Immigration and the Current Social, Political,
and Economic Climate: Breakthroughs in Research and Practice(pp. 439-450). IGI
Global.
Fattaah, P.M.A., Singh, S. and Darwish, T.K., 2020. Recruitment, Training, and Retention
Practices: Do Domestic Firms Differ from Multinationals?. In Human Resource
Management in an Emerging South Asian Economy (pp. 104-117).
Gallacher, G. and Hossain, I., 2020. Remote Work and Employment Dynamics under Covid-19:
Evidence from Canada. Canadian Public Policy, pp.Accepted-version.
Goldstein, H.W. and et.al., 2017. The Wiley Blackwell handbook of the psychology of
recruitment, selection and employee retention. John Wiley & Sons.
Häggblom, S., 2020. A rapid shift to remote work during Covid-19 The role of leader and the
factors affecting the superior-subordinate relationship in remote work.
Jeske, D. and Shultz, K.S., 2016. Using social media content for screening in recruitment and
selection: pros and cons. Work, employment and society, 30(3), pp.535-546.
Jeske, D. and Shultz, K.S., 2016. Using social media content for screening in recruitment and
selection: pros and cons. Work, employment and society, 30(3), pp.535-546.
Jovanovic, G. D. and Bozilovic, S., 2017. The influence of management of human resources on
motivation and job satisfaction. Ekonomika, Journal for Economic Theory and Practice
and Social Issues, 63(1350-2019-2773), pp.97-109.
Knight, M. and Taylor, R., 2020. Flexible Work Strategies for Public Accounting: Well-
Designed Procedures Can Help CPA Firms Make Effective Use of Remote Work and
Employee-Friendly Scheduling. Journal of Accountancy. 229(2). p.22.
Lepistö, L. and Ihantola, E.M., 2018. Understanding the recruitment and selection processes of
management accountants. Qualitative Research in Accounting & Management.
Luisa, E. and Pianese, T., 2016. Transforming the Workplace: Smart Work Centers as the new
frontier of remote work arrangements.
18

Michael, A., 2019. A handbook of human resource management practice.
Mirbabaie, M. and et.al., 2020. Digital Detox--Mitigating Digital Overuse in Times of Remote
Work and Social Isolation. arXiv preprint arXiv:2012.09535.
Oliveira, L. and et.al., 2020, October. Emergency Remote Work in Portugal: Evaluation, Effects,
and Recommendations. In International Conference on Tourism, Technology and
Systems (pp. 304-313). Springer, Singapore.
Oz, T. and Crooks, A., 2020. Exploring the Impact of Mandatory Remote Work during the
COVID-19 Pandemic.
Popovici, V. and Popovici, A. L., 2020. Remote Work Revolution: Current Opportunities and
Challenges for Organizations. Ovidius University Annals, Economic Sciences Series.
20(1). pp.468-472.
Rodeghero, P. and et.al., 2020. Please Turn Your Cameras On: Remote Onboarding of Software
Developers during a Pandemic. arXiv preprint arXiv:2011.08130.
Routledge.Al Ariss, A. and Sidani, Y., 2016. Comparative international human resource
management: Future research directions. Human Resource Management Review, 26(4),
pp.352-358.
Rozario, S.D., Venkatraman, S. and Abbas, A., 2019. Challenges in Recruitment and Selection
Process: An Empirical Study. Challenges, 10(2), p.35.
Skulstad, S., 2020. The Transition to Distributed Teams: How Remote Work Impacts Team
Coordination (Master's thesis).
Slavić, A., Bjekić, R. and Berber, N., 2017. The role of the internet and social networks in
recruitment and selection process. Strategic management, 22(3), pp.36-43.
Wang, B. and et.al.,2020. Achieving effective remote working during the COVID‐19 pandemic:
A work design perspective. Applied Psychology.
Waxin, M.F.and et.al., 2018. Workforce localization in the UAE: recruitment and selection
challenges and practices in private and public organizations. The Journal of Developing
Areas, 52(4), pp.99-113.
Memeti, A., Azizi, A. and Luma-Osman, S., 2019. Human Resources Management System: SoA
Reference Model. International Journal on Information Technologies and
Security, 4(11). pp.29-38.
Tyas, E. H. and Sunarto, L. N., 2020. Building Superior Human Resources through Character
Education.
Momeni, K. and Martinsuo, M. M., 2018. Allocating human resources to projects and services in
dynamic project environments. International Journal of Managing Projects in Business.
Murthy, K. G. K., Human Resources Practices-RTC.
Aris, A. A., Maupa, H., Muis, M. and Tabba, M. I., 2019. Effects of government policy, quality
of human resources and professional institutions on workforce competitiveness using
welding technology as mediating variable. Journal of Science and Technology Policy
Management.
Trost, A., 2020. Human Resources Strategies. Springer International Publishing.
19

Bejarano, R., 2019. DESIGN AND IMPLEMENTATION OF A HUMAN-ROBOT
COLLABORATIVE ASSEMBLY WORKSTATION IN A MODULAR ROBOTIZED
PRODUCTION LINE.
Chikosa, J. C., 2017. An analysis of human trafficking as an emerging threat to human security:
case of Zimbabwean women to Kuwait: 2010-2016.
Liedke DNP, M., 2018. Neurophysiological Benefits of Worship. The Journal of Biblical
Foundations of Faith and Learning. 3(1). p.22.
Renfro, D. S., 2018. The Relationship between Social Desirability and Teacher Efficacy among
Public Schools Secondary Teachers in the United States.
Barh, D. and Azevedo, V. eds., 2017. Omics Technologies and Bio-engineering:
Volume 1: Towards Improving Quality of Life. Academic Press.
Liakopoulos, D., 2018. CRIMINAL LIABILITY AND COMPULSORY IN
INTERNATIONAL CRIMINAL JUSTICE: THE CASE OF TRANSNATIONAL
CORPORATIONS. Revista Jurídica (FURB). 22(48). p.7682.
Arshad, B., 2020. NeuroProv-A visualisation system to enhance the utility of
provenance Data for neuroimaging analysis (Doctoral dissertation).
Liakopoulos, D., 2019. CAN BRINGING CHILDREN INTO THE WORLD EVER BE
REGARDED AS CONTRARY TO THEIR INTERESTS? INTERPRETATION OF
SOSTITUTION OR GLOBAL MOTHER'S SURROGACY BETWEEN
INTERNATIONAL AND EUROPEAN UNION LAW. Revista de Derecho. (52).
pp.153-194.
Teshome, M., 2017. Design of Anaphora Resolution for Afaan Oromo Personal
Pronoun (Doctoral dissertation, st. mary's University).
Варвус, О. В. and Ефимец, М. А., 2019. Продвижение позитивного имиджа России за
рубежом: культурный потенциал Фонда «Русский мир».
Close, P. and Askew, D., 2017. Asia Pacific and human rights: A global political
economy perspective. Routledge.
Khan, M. H., 2017. Muslim Fictions: Toward an Aesthetic of the Ordinary (Doctoral
dissertation, New York University).
Liakopoulos, D., 2019. ¿ Puede considerarse que traer niños al mundo es contrario a
sus intereses? Interpretación de la sustentación o la subrogación global de la
madre entre el derecho internacional y el de la Unión Europea. Revista de
derecho (Valparaíso), (52), pp.153-194.
van Beek, W. E., 2017. The Tales, Old and New. In The Transmission of Kapsiki-Higi
Folktales over Two Generations(pp. 43-103). Palgrave Macmillan, New York.
Rakau, K. G., Seheri, L. M. and Gededzha, M. P., 2017. Molecular characterisation of
rotavirus infections in children attending Dr George Mukhari Academic Hospital
and Oukasie Primary Health Care and their association with histo blood group
20

antigen profiles (Doctoral dissertation, Sefako Makgatho Health Sciences
University).
Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital and
competitive advantage: is the field going in circles?. Human Resource Management
Journal, 27(1), pp.1-21.
Nankervis, A., Baird, M., Coffey, J. and Shields, J., 2019. Human resource management.
Cengage AU.
Kianto, A., Sáenz, J. and Aramburu, N., 2017. Knowledge-based human resource management
practices, intellectual capital and innovation. Journal of Business Research, 81, pp.11-
20.
Brewster, C., 2017. The integration of human resource management and corporate
strategy. Policy and practice in European human resource management, pp.22-35.
Guest, D.E., 2017. Human resource management and employee well‐being: Towards a new
analytic framework. Human resource management journal, 27(1), pp.22-38.
Stewart, G.L. and Brown, K.G., 2019. Human resource management. John Wiley & Sons.
Tang, G., Chen, Y., Jiang, Y., Paille, P. and Jia, J., 2018. Green human resource management
practices: scale development and validity. Asia Pacific Journal of Human
Resources, 56(1), pp.31-55.
21