International Human Resource Management

Running Head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
International Human Resource Management
Student’s Name
University Name
Author’s Note

2
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Table of Contents
1. Introduction..................................................................................................................................3
2. Review of Literature....................................................................................................................3
2.1 Global mobility as a staffing plan point.................................................................................3
2.1.1 Employee Movement......................................................................................................4
2.2 Technology and data as great differentiator for global mobility...........................................5
2.3 Perlmutter’s staffing approaches............................................................................................6
2.3.1 Perlmutter’s approaches versus Globalization................................................................7
2.4 Recruitment and Selection of expatriates...............................................................................8
2.5 Importance of recruitment and selection of local employees................................................9
2.6 Recruitment policies across countries..................................................................................10
3. Conclusion.................................................................................................................................12
4. Recommendations......................................................................................................................13
Reference List................................................................................................................................14

3
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
1. Introduction
This report undertakes a critical review of the literature on a selected area of international
human resource management. Additionally it also aims to provide recommendations on
policies/practices which should be developed by organizations to respond to issues which have
been identified as being of critical importance in the management of employees across
international operations. Hence it can be argued that thorough understanding of a contemporary
issue of importance in IHRM; the global companies can develop a crucial ad adept workforce.
2. Review of Literature
2.1 Global mobility as a staffing plan point
The primary element of the talent strategy of any organization is the global mobility. The
key features of global mobility are attracting the potential candidates, retention of staff, and
development of diverse leaders and so on. However, Kang and Shen (2016), argues that the
companies themselves are making the global mobility a difficult affair. The operational
inefficiencies are making the global mobility a difficult affair. The operational inefficiencies are
making it difficult to get approval of the employee’s mobility. For evidence, Guo, Rammal and
Dowling (2016), advocates that the issues that hinder global mobility are the lack of software,
which can help in easy projection of the costs and assessment of the impact of a move. Then,
Cascio (2015), further argues that the companies also face difficulty in physically moving the
human resources to a different location. The employees who are shifted to different location have
to face a situation where they have to call various people to gather work related information
which they would require for their personal moves.

4
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
In this context, Tarique, Briscoe and Schuler (2015), opines that if the companies want
they can make the process of global mobility easier for the work team like HR teams, payroll
teams, mobile employees, business unit leaders, finance teams and so on. As advocated by the
same researcher, this can be easily done by connecting the global mobility ecosystem of a
company as well as global work processes in intuitive software with potential support of the
staff. As advocated by Shen et al. (2017), in case of international assignments, the companies are
mobilizing great number of staff units for various reasons and different durations. Besides, Brunt
(2016), also argues in this context that with the innovation of the AI as well as automation, the
nature of work processes are also changing. Now, they observe that with the implementation of
AI and automation in the workplaces, larger number of staff might need opportunities of moving
in to the newer roles as well as locations. In researching for global mobility markets, researchers
like Friberg (2016), identifies that there is ample opportunity of developing an appropriate talent
mobility suite for the future business projects. This is why, it can be argues that researchers like
Parízek (2017), correctly interprets global mobility as a great enabler of agility in the
organizations. There are several software that helps in bringing about this agility through
unleashing of the global workforce, cost planning as well as engagement of the employees
during transition as well as managing the currently employed mobility infrastructure as well as
processes.
2.1.1 Employee Movement
Employee movement is a significant step towards realizing the major aspects of global
mobility like agility. In this context, the opinions of researchers like Lozano, Meardi and Martín-
Artiles (2015), can be argued. They argue that as the first step towards moving the employees for
a company is running scenarios regarding the move, as in determining the cost of this movement,