Global and Comparative Human Resource Management

Name : Mervyn Mirshan Baskaran
ECU number: 10566935
Unit code: MAN3246.2022.1
Lecturer: Dr. Eranga Jayasekara
Table of Contents
1. Pre-face
2. Adapting to the Global Business and comparative HRM Context
3. Learnings about cultural distinctions
4. Organizational context
5. Learnings on human Resources Management in the host country
6. Sustaining International Business Operations
7. Recruitment for international assignments-Staffing
8. Training and Development overview.
9. Performance management-Reentry and career issues
10. Compensation
11. Business Etiquettes
12. Conclusion

Pre-face
This journal is a requirement for the international and comparative human resource
management module in my Bachelor of Business degree at the Australian College of
Business and Technology.
What you read in this journal reflects what I have learned from chapter one to chapter 6
during the first six lectures conducted by my lecturer Dr. Eranga Jayasekara. I have also
researched vital areas I found interesting during the lectures where necessary references are
indicated as a basis for the arguments.

Adapting to the Global Business and comparative HRM Context
The introductory class inspired me to think more comprehensively about human resource
management. Global human resource management is not limited to what we know and study in
general human resource management. In the international setting, there are more activities and a
larger perspective. Substantial difficulties include foreign taxation, global relocation issues,
related administrative costs, and language barriers.
Other topics covered in class include global thinking and local action. The achievement of this
idea is by maintaining consistency while enabling flexibility. They retain product or service
standards while addressing local groups differently. The speaker said that companies like HSBC
(Hong Kong Shanghai Banking Corporation) have excelled in implementing this concept. They
have preserved a global viewpoint while keeping local accountability.
The slogan 'think global, act local' drew my attention, and I questioned the concept's
realism or relevance. So, I dug deeper into the subject and whether it applied to human
resource management.
We may start with globalization and multinationals. Globalization means promoting standardized
items in the same way worldwide [Vigna, C., 2000, p. 40]. Economies of scale are a significant
benefit of standardization. So, if globalization is real and companies can standardize to a
worldwide market, why go local? According to studies, true globalization, as defined above,
does not occur. That's where a local system comes in.
Some researchers argue that it is a misconception that significant corporations operate in a single
global market. 583] (Rugman, 2001). Unfortunately, this misconception may be the world's
closest approach. Globalization. Even Coca-Cola and McDonald's must adapt their products and

methods to satisfy local demands. When it comes to international human resource management,
the tagline considers the problem of permitting local responsiveness without compromising
company cohesion. [Doling et al., 2008, p. 27] This idea is a hot topic in contemporary
international human resource management theory.
Barletta and Ghoshal (1997) recommend establishing global standards while modifying local
practices in the host environment to achieve this dynamic balance. But what did these scholars
mean by 'dynamic balance'? Aside from this, I'm curious if there are accurate worldwide human
resource methods that respond to all multinational firms. As previously said, globalization is a
far-fetched idea. I believe the parent country's power and influence, or the company's existing
practices determines human resource management's global approach. Globalization occurs when
a corporation seeks to implement these methods globally.
Cultural Differences.
The session provided a good description of the culture, as there are various ways to define it.
However, the talk went into detail about what culture is and why it is essential in management,
especially international human resource management.
According to Hofstede, a collective national character represents cultural and mental
conditioning. Mental conditioning perfects the state of a nation's activity (Mordent 1989, p.19)
a . Modern managers must be aware of mental programming. 'Understanding human behavior
helps management.' This statement from the professor in the second half of the session was
significant since it encapsulates the entire lecture's aim.
How can we manage anything if we don't understand it? How can we 'manage' a group if we
don't know what they expect? This need for awareness is where culture matters, especially in an
era of inevitable global competitiveness.