IHRM Presentation: Advantages and Disadvantages of Global Staffing

This presentation delves into the realm of International Human Resource Management (IHRM), specifically focusing on the implications and dynamics of flexible and virtual forms of global staffing. The presentation addresses the core implications of IHRM, including recruitment, selection, cultural differences, and ethical considerations. It also examines the implications of International Employee Relations (IER), covering training, development, wage structures, and workplace health and safety. Furthermore, the presentation highlights the advantages of flexible and virtual staffing, such as reduced overhead costs, workforce satisfaction, global integration, and improved efficiency, while also acknowledging the disadvantages like lack of cohesiveness and potential conflicts. Real-world examples from organizations like Walmart, Amazon, and Ingogo are used to illustrate these concepts, along with references to academic research to support arguments. The presentation concludes by emphasizing the importance of understanding these staffing models in today's evolving global business environment.

International Human Resource
Management
Name of the Student
Student ID
Name of the University

Introduction
The presentation covers the below mentioned
topics:
 Implications of IHRM.
 Implications of IER.
 Concept of flexible and virtual forms of
global staffing.
 Advantages of flexible and virtual forms of
global staffing.
 Disadvantages of flexible and virtual forms
of global staffing.

Implications of IHRM
 Recruitment and
Selection of
employees belonging
different nationalities
(Furusawa &
Brewster, 2016).
 Effective
management of the
cultural differences.

Implications of IHRM
Management of
International
Ethics.
Diversity and
Inclusion (Syed
& Ozbilgin, 2015).

Implications of IER
 Efficient
Management of the
Training and
Developmental needs
of the employees.
 Effective
Formulation of the
Wage and Work Time
characteristics.

Implications of IER
Rewards and
Recognition
(Bari, Arif & Shoaib,
2013).
Workplace
Health and
Safety.

Advantages of the virtual and flexible form of
global staffing
 Considerably
low overhead
cost.
 Satisfied
workforce.

Advantages of the virtual and flexible form of global
staffing
 Global Integration:
Development of the
Business Networks
(Pulles, Veldman &
Schiele, 2014).
 Improved Efficiency
and Productivity.

Disadvantages of the virtual and flexible form of
global staffing
o Lack of Cohesiveness
amongst the employees.
o Frequent formation of
the conflicts (Rudolph &
Zacher, 2015).

Organizational Examples
 Significance of IER:
Efficient training and
development at Walmart
(Corporate.walmart.com,
2019).
 Significance of IHRM:
Success of Amazon with
the cultural management
(Forbes.com, 2019).

Organizational Examples
 Advantages of flexible and
virtual HR staffing: Success of
Ingogo in reducing the overhead
cost (Ingogo.com.au, 2019).
 Disadvantages of flexible and
virtual HR staffing: Decline in
the corporate culture of Nokia
as a result of the blame game
amongst the employees.

References
 Bari, N., Arif, U., & Shoaib, A. (2013). Impact of Non-Financial Rewards on Employee Attitude
and Performance in the Workplace. A Case Study of Business Institute of Karachi. International
Journal of Scientific & Engineering Research, 4(7), 2554-2559.
 Corporate.walmart.com (2019). Working at Walmart. Retrieved 23 September 2019, from
https://corporate.walmart.com/our-story/working-at-walmart
 Forbes.com (2019). How People Who Work For Amazon Really Feel. Retrieved 23 September
2019, from https://www.forbes.com/sites/susanadams/2015/08/18/how-people-who-work-for-
amazon-really-feel/
 Furusawa, M., & Brewster, C. (2016). IHRM and expatriation in J apanese MNCs: HRM
practices and their impact on adjustment and job performance. Asia Pacific Journal of Human
Resources, 54(4), 396-420.
 Ingogo.com.au (2019). ingogo | Taxis done better. For Passengers, Drivers and Businesses.
Retrieved 23 September 2019, from https://www.ingogo.com.au/
 Pulles, N. J., Veldman, J., & Schiele, H. (2014). Identifying innovative suppliers in business
networks: An empirical study. Industrial Marketing Management, 43(3), 409-418.
 Rudolph, C. W., & Zacher, H. (2015). Intergenerational perceptions and conflicts in multi-age
and multigenerational work environments. Facing the challenges of a multi-age workforce: A
use-inspired approach, 253-282.
 Syed, J., & Ozbilgin, M. (Eds.). (2015). Managing diversity and inclusion: An international
perspective. Sage.