International HRM Report: Cultural Issues in HRM Practices

This report provides a comprehensive analysis of International Human Resource Management (IHRM), focusing on strategic staffing, recruitment and selection, and training and development within the contexts of China, the United Kingdom, and New Zealand. The report explores the similarities and differences in HRM practices across these three countries, examining elements like staffing strategies, recruitment processes (including testing and interviews), and training durations. Additionally, it delves into the cultural issues influencing HRM, such as working hours, time perception, and decision-making styles, offering a comparative perspective. The report concludes by highlighting the importance of effective HRM for organizational success and provides a detailed comparison of the HRM elements and cultural issues within the specified countries.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author’s Note:

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Introduction
Human resource management is being designed for maximizing the employee
performances within the services of the strategic objectives of an employer (Baum 2016). The
human resource is concerned with people management in organizations for focusing on the
systems and policies. The several organizational changes or industrial changes are also
concerned with this department. The following essay outlines a brief discussion on the three
elements of international HRM for three countries of the China, UK and New Zealand with
relevant details. Various cultural issues like working hours, decision making process and time
perception would be described.
Discussion
Three Elements of International HRM
International human resource management or IHRM is a coherent and strategic
approach for the proper management of valued assets of any particular organization (Hoch &
Dulebohn 2013). There are several important and significant elements of the international
human resource management, such as strategic staffing, recruitment selection, retention,
performance management, industrial relations, training and development and compensation
(Bratton & Gold 2017). Each of these elements are quite effective and efficient in respect to
the other elements. Amongst the above mentioned seven elements of IHRM, the three most
effective are strategic staffing, recruitment selection and training and development. The
details are provided below:
i) Strategic Staffing: The strategic staffing can be stated as the significant strategy for
hiring the small number of several permanent employees as well as utilizing the temporary
employees. This is the subsequent procedure that defines and addresses major staffing
consequences of the operational and strategic plans (Purce 2014). The most significant

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benefits of this strategic staffing are the improvement of staff uses, addressing the critical
concerns of human resources within the most integrated and systematic method and even
recruiting, developing and placing the correct talent for meeting the future requirements of
the organization.
ii) Recruitment and Selection: The second significant and noteworthy element of the
international human resource management is recruitment as well as selection. This
recruitment can be defined as the procedure to identify as well as make the potential
candidates eventually apply for the subsequent jobs (Storey 2014). Recruitment process is
responsible for bringing more talent in the organization by recruiting the most efficient and
suitable employees. Selection is the second step after recruitment. It is the significant
procedure to select the correct candidates for the vacant positions (Stone & Dulebohn 2013).
Selection is even termed as a negative procedure that eliminates or rejects most of the
candidates and select only the right candidates for that particular position.
iii) Training and Development: This is the third element of international human
resource management that deals with the training as well as development of any individual
for the organizational settings. The sharpening of skills, concepts, change of attitude and
obtaining better knowledge for the enhancement of employee performance (Boella & Goss-
Turner 2013). There are three major activities in this process of training and development,
which are training, education and development. Each and every organization has their own
distinct training and development process.
All the countries comprise of their distinctive elements of IHRM and these are
provided below:
Comparison and Contrast of the Three Elements between Three Countries

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The proper comparison and contrast of international human resource management for
the three elements (strategic staffing, recruitment selection and training and development) of
international human resource management between three distinct countries (New Zealand,
China and United Kingdom) is being given below:
Three Elements of
International
Human Resource
Management
New Zealand China United Kingdom
1. Strategic Staffing Analysis of short
term staffing
Unstructured
recruitment process.
Analysis of short
term staffing
2. Recruitment and
Selection
Giving tests,
personal interviews
Unstructured
interviews, weighted
application blanks
and biodata,
psychometric tests,
cognitive ability test,
personality test and
assessment centres.
Online tests,
technical round,
HR round
3. Training and
Development
Duration of 2
months after joining
of the employee
Duration of 3
months after joining
of the employee
Duration of 3
months after
joining of the
employee
The above provided table has clearly demonstrated the similarities and dissimilarities
between the three elements of international human resource management (strategic staffing,

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recruitment selection and training and development) for the three distinct countries of New
Zealand, China and the United Kingdom in the world.
Cultural Issues
There is a difference in cultural issues for the three countries of New Zealand, the
United States of America and the United Kingdom. New Zealand has the work culture of
having a friendly work environment, where the employees work for the maximum of 40
hours (8am to 5pm) and 5 day a week (Brewster 2017). On the other hand, the working hour
duration of China is from 8am to 5pm, 40 hours 5 day a week. The United Kingdom has the
significant rule of not working more than 48 hours in a week. The second culture difference
is time perception. In China, the employees focus on punctuality. Late comings are not
allowed in China. However, in the United Kingdom, employees get the chance of time
flexibility and they can work according to their time. In New Zealand, the scenario is little
different. After two months of probation period, the employees get the opportunity of
working flexibly. However, during the probation period, they have to follow strict time
period and actions are taken if these rules are maintained. The third important cultural
difference between these countries is that in China, the decision is made through consensus
and the individuals are expected to follow group decision. This helps to maintain a healthy
relationship between employer and employee. In UK, decisions are undertaken by group
leaders and then are being notified to the group members. In New Zealand, group decisions
are taken after meeting with the group members. Thus, there are different cultural issues in
these three countries.
Conclusion
Therefore, from the above discussion, it can be concluded that human resource
management ensures that any organization has the major ability of achieving success. The

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above essay has properly outlined the comparison and contrast between the three elements of
HRM in three countries of the United Kingdom, China and New Zealand. Each of these
countries comprise of their unique health resource management planning and recruitment
process. It is being identified that in China, the selection methods are unstructured interviews,
psychometric tests, cognitive ability test and many more. For New Zealand, the methods are
online tests and personal interviews and that for the United Kingdom are online tests,
technical round, HR round. Cultural issues are also considered in this report.