Domestic vs. International HRM: Strategic HRM in Global Context

This presentation provides a comparative analysis of domestic and international human resource management, highlighting key differences in organizational structure, culture, and processes. It emphasizes that while domestic HRM operates within a single cultural and regulatory framework, international HRM must navigate diverse environments, necessitating tailored strategies and policies. The presentation underscores the importance of senior management's attitude towards international business and the potential pitfalls of overlooking the complexities of global operations. It contrasts the straightforward functional divisions and simpler processes of domestic organizations with the more complex, geographically dispersed structures and varied cultural dynamics of international businesses. The role of HRM in internationalizing companies is crucial, requiring consideration of diverse foreign environments and the need to effectively manage both home-country and foreign-national employees. Desklib provides access to similar solved assignments and resources for students.

POWER POINT
PRESENTATION

INTRODUCTION
 Internationalization of the businesses is taking place at a significant speed as the world has
become global economy.
 Many companies receives large portion of the profits and the sales from outside of domestic
country. Major activities of the human resource department are focused over achieving better
performance of the organization.
 There is difference between the domestic & international for the human resource management.
 Starting point of the issues in internalization and globalization is resulting in creation over
international characteristic of the human resource management. In the present report human
resources are the focus point both over domestic and international environment.

Key factor underpinning the difference between domestic
and international HRM.
 Specify of the human resources management over the international in comparison to
the domestic environment stems largely from necessity of the operating effectiveness in
the different countries.
 Also the necessity of employing citizens of home states and citizen of the foreign
countries.
 I have analyzed that the role of HRM, in company internationalizing the operations
should take into account various types of foreign countries of the business who are
expanded internationally.

Attitude of the senior management towards international
business
 Senior managers of the company in the absence of extensive experience in the
international business, significant operations of the international character could be
ignored.
 This may be related to the achievement of the targeted goals and objectives of the
business.
 Inability of recognizing differences between doing business in domestic as well as
international market conditions and the diversified business activities over both
national and international market could lead to the failure of the business.

COMPARISON
 ORGANIZATION STRUCTURE
 Domestic Organization
 Generally all the organization operating in domestic market used to work in the functional
division in which all the organization used to work by making different group in the
organization.
 This eventually used to help the companies in making different HR policy more easily in
the nation as HR of the company can understand different changes which are demanded
in the organization by evaluating the previous policy of the company very easily in the
market.
 This enhance the quality of different decision which are taken in the organization to
improve the efficiency of HR policy in the organization.
 This also help the company in understanding the need of different employee more easily
as compare to the structure which is used in the structure in foreign organizational
structure.

CONTINUE…………
 ORGANIZATIONAL CULTURE
 Domestic Organization
 Generally it has been find out that in domestic organizational culture there is only one type of
culture which used to flow.
 This used to help the HR department of the company in making different policy more proficiently in
the organization.
 As it has been find out that all the employee generally used to be in the same line of thought this
generally help the company in seeing that more number of employee are very comfortable in
accepting the variety of the changes which organization is looking to bring in the operation of the
business.
 At the same time it also get very easy for the organization. This also helps the company in
reducing the amount of conflict in the organization.

CONTINUE…………
 ORGAINIZATIONAL PROCESS
 Domestic Organization
 Organizational process also used to have very crucial impact on the performance of
the business.
 Domestic organization generally used to follow the simple process in the
organization, as in domestic organization all the company generally used to follow
very small process to come up in the trade in the organization.
 This eventually used to create the situation in which organization require less amount
of human resource in the organization.
 This get very easy for the HR department of company to gather different human
resource to carry out the operation of the business that easily in the organization.

CONTINUE…………
 ORGAINIZATIONAL PROCESS
 Domestic Organization
 It get very difficult for the HR department of the company to maintain working
environment.
 For domestic company HR department it is very easy to build the working
environment as HR department of the company has to bring the different changes for
one organization only and also just for the employee who used to belong to the same
culture in the organization.
 This simplifies the different operation of the business very easily in the organization.
This eventually used to help the company in reducing the amount of employee
conflict in the organization that easily.

REFERENCES
 Bailey, C., Mankin, D., Kelliher, C. and Garavan, T.,
2018. Strategic human resource management. Oxford University
Press.
 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.