Comparative International Human Resource Management

Running Head: COMPARATIVE INTERNATIONAL HUMAN RESOURCE MANAGEMENT
COMPARATIVE INTERNATIONAL HUMAN RESOURCE MANAGEMENT
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1COMPARATIVE INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Globalisation expands the boundaries and dynamics of the multinational companies in
such a manner that increases the activities and responsibilities of the HR managers. The domestic
settings of the organisations are also changed its shape due to the magnanimity of the
organisational activities. As a result of that the issues and problems have been erected in a great
extent that pushed the HR department to step in and resolve the issues effectively. According to
Chung, Sparrow and Bozkurt (2014) the role of the international HRM is vaster and elaborate in
compare to the regional and domestic organisations. In response to this, it is important to unravel
various aspects of the role of HR in an international corporate organisation. Therefore, the
purpose of this research is to develop a critical understanding of the role of HR in an
international organisation by putting emphasis on the journal of Farndale et al. (2010).
According to Gomes et al. (2015) the most important issue that an international HR has
to deal with can be identified as the recruitment process. The recruitment process is considered to
be the most critical part that conducted under the supervision of the HR. As a matter of fact, the
HR is responsible to procure recruitment. In this regard, the difference between the domestic
recruitment and the international recruitment is that the domestic recruitment process is
restrained into a particular country with its citizens. However, in case of the international
recruitment the process becomes more elaborative and complex enough because of the presence
of aspirants from different countries and expatriates. Based on this understanding, Reiche,
Harzing and Tenzer (2018) advocated that in an international recruitment process there are
several factors on which a HR has to put focus on. For instance, an aspirant from the Middle East
country has little knowledge about the workplace environment and recruitment process of an
European company located in South-East Asia. In this context, the role of the HR is to brief the
process and structure of the recruitment. Side by side it is also imperative for the HRM to get

2COMPARATIVE INTERNATIONAL HUMAN RESOURCE MANAGEMENT
acknowledged with the perception of the aspirant who belongs to a different country. In this
context, the impact of ethnocentrism has a crucial implication. As far as the definition of
ethnocentrism is concerned, it can be stated that the concept is related to the cultural superiority
(Brewster et al. 2016). From that point of view, globalisation and ethnocentrism are opposite
from each other and the imposition of ethnocentrism over global orientation can jeopardize the
healthy development of both the corporate organisation and the employees of a multinational
company.
In response to this, the journal of Farndale et al. (2010) ascribed about the relationship
between ethnocentrism and globalisation. The article pointed out that it is pertinent for the HR to
set a liberal approach in order to maintain and recruit a diverse workforce. As a matter of fact,
the purpose of using such liberal approach is related to diversify the workplace culture as it is a
core aspect of dealing with such a vast workforce. However, Farndale et al. (2010) tried to blend
the concept of ethnocentrism and globalisation is a positive term. In case of the Siemens
Company it can be seen that the organisation is based on high ethnocentrism. However, the
company also involves the subsidiaries in the process with the intention to develop hybrid
strategy where both domestic and international employees can perform (Horwitz 2017). On the
other hand, the journal mentioned the example of Oracle that was highly ethnocentric. Though
the company has its branch overseas but still ethnocentrism is considered to be one of the
important aspect of the organisation. Therefore, despite of having contradictory meaning there
are possibilities for both ethnocentrism and globalisation to make a hybrid structure of HR
framework. The only purpose is to expand safeguarding the image and value within the parent
country by offering jobs and employment to the best suited people (Farndale et al. 2017). On the

3COMPARATIVE INTERNATIONAL HUMAN RESOURCE MANAGEMENT
other hand, securing the international aspect by incorporating the subsidiaries into the fold that
can also fulfil the expectations of the foreign country.
In addition to this, it can also be stated that the role of international HRM is to deal with
the geocentric approach for the global scenario in one hand and the managing the subsidiaries
from the localised approach. In this regard, the research of Fan et al. (2016) articulated that the
geocentric approach for the global scenario is an important facet that can lead the company to
establish its market more strategically. In the multinational companies the organisations put
emphasis on the global aspects to deal with the issues that are related to the multinational aspect.
In this context, the journal of Farndale et al. (2010) articulated that the in a wide ranged
integrated business, nationality was not recognised as a part of concern for the multinational
company. There are global factors that becomes more important than national interests.
Therefore, the international business organisations puts emphasis on the global scenario rather
than the national perspective (Adams et al. 2014). As a matter of fact, it becomes a beneficial
factor for the organisation to skip the pressure provided by the national government. The
international business orientation provide the companies more power and exposure that can bring
them more advantage in the competitive market. In this context, the role of the HR is to create an
international environment so that it will resembled with the company aims and objectives.
According to Budhwar, Varma and Patel (2016) it is important for an international HRM to go
with the company objectives so that it can maximise the profit and benefits for the company.
On the other hand, Brewster, Mayrhofer and Smale (2016) asserted that implication of
the localisation is also considered to be an important aspect for the organisations to cope with
both the international and local market. As a matter of fact, it can be argued that the role of the
international HRM is to formulate a better environment that can bring effectiveness and