International Human Resource Management Report: Strategic Insights

This report delves into the realm of International Human Resource Management (IHRM), focusing on the creation of a global organizational context. It examines strategic issues, challenges, and drivers, considering cultural beliefs across various nations. The report highlights the roles of human resource managers in multinational companies, including ensuring global legal regulations, cross-border management, talent relocation, and employer branding. It emphasizes the importance of competencies such as orientation and relocation services to facilitate employee adaptation. Furthermore, the report addresses the impact of global competition, demographic changes, and technological advancements on IHRM practices, including the need for workforce diversity, remote work management, and continuous learning. Cultural differences, urbanization, and religious heritage are identified as significant factors influencing business activities. The report underscores the increasing need for the HR department to adapt to global trends and the evolving nature of IHRM practices.

Running head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT
1
International Human Resource Management
Students Name:
Institutional Affiliation:

International Human Resource Management 2
Introduction
International human resource management is responsible for creating a focus on the
global organizational context. This program majorly focuses on global legislation, cultures,
and strategies. The aim of this paper is to introduce a comparative approach to the
international human resource management and examine the various strategic issues,
challenges, and drivers while considering the cultural beliefs in various nations. The roles of
the human resource manager in multinational companies include ensuring global legal
regulations, identification, cross-border management of human resources, relocation of talent,
career management, and employer branding.
Competencies of an HR Director
International human resource management emphasizes more on the number of
functions and responsibilities including orientation and relocation services to enable the
employees to adapt to the global working environment. By doing so, the employees are able
to work comfortably in other countries. In the recent past, the issue of global competition has
become the new norm. The employers and the employees have become part of the products
and human resource markets (Bratton & Gold, 2012). The demographical changes are also
changing the working patterns. For instance, a company may lose intellectual property and
organizational memory once an aged employee retires. In such a case, the human resource
manager should step in and identify the proper replacement.
Various technological advancements are changing the way international business
activities are carried out. Currently, many people prefer the remote offices rather than the

International Human Resource Management 3
central ones. This trend has enabled the growth of workforce diversity through the creation of
cross-culture workforce and flexibility, which requires sophisticated human resource practices
(Budhwar & Debrah, 2013). The human resource manager should be able to handle both the
central and remote employees. Also, education has been identified as the solution to
demographic problems. The traditional education system is becoming obsolete in the modern
working environment (Sparrow, Brewster & Chung, 2016). Therefore, the human resource
managers should be able to foster workplace learning and acknowledge that technical
qualifications may vary from one institution to another.
A country is divided into various regions which exhibit cultural differences. In the
context of IHRM, there is a difference in the work goals portrayed by people from various
regions. For instance, there is a difference in the way the Germans and the Dutch conduct
their business activities. Urbanization and religious heritage have been cited to be the major
factors that contribute to the differences in business activities and work goals (Stahl,
Björkman & Morris, 2012). Hence, it is important for the HR manager to note the cultural
differences because they are relevant to the international business activities. Another fact that
must be considered is that global competition is increasing. This being the case, the
management needs to recognize the human resource department and invest some money to
help in the learning of new global trends.
The current and emerging issues in international human resource management have
re-shaped the way global business activities are carried out. Also, the cultural diversity of the
people living in various nations dictates the way international business activities should be

International Human Resource Management 4
carried out. Generally, these factors have altered the integration of international human
resource management practice.

International Human Resource Management 5
References
Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave
Macmillan.
Budhwar, P. S., & Debrah, Y. A. (Eds.). (2013). Human resource management in developing
countries. Routledge.
Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management.
Routledge.
Stahl, G. K., Björkman, I., & Morris, S. (Eds.). (2012). Handbook of research in international
human resource management. Edward Elgar Publishing.