BMP6003 - IHRM: Strategic HR Practices for International Business

This presentation provides an overview of three critical international human resource management (IHRM) practices: cross-cultural HRM, comparative IHRM, and multinational enterprises focus. Cross-cultural HRM emphasizes managing cultural diversity within international organizations to foster innovation and creativity. Comparative IHRM involves analyzing HR practice differences across countries to implement effective strategies. A multinational enterprise focus leverages successful strategies from global companies to improve market understanding and employee engagement. The presentation also highlights key issues such as language barriers, staffing process challenges, and the adoption of change within international contexts. It concludes that understanding and implementing these IHRM practices are crucial for businesses operating globally. Desklib provides access to this presentation and other solved assignments for students.

BSC (Hons) Business
Management (Top-up)
BMP6003 International HRM

Assessment 2: Individual Presentation
Three most important HR practices for an
international business
Name:
ID:

Contents
• INTRODUCTION
• MAIN BODY
• Cross cultural HRM
• Comparative IHRM
• Multinational Enterprises Focus
• Synthesis Key Issues
• CONCLUSION
• REFERENCES

Introduction
 International human resource management refers to the management of the human
resource outside the domestic boundaries of the business.
 Human activities are directed and monitored at the international level (Klimecka-
Tatar and Ingaldi, 2021).
 International human resource management are responsible for the administrative
services such as selecting, training and appraising local and the international
employee.
 This presentation will discuss about the three most important human resource
practise for international business.

Strategic or cross cultural IHRM
• It refers to the way of leadership or management of international organisations and companies utilize the
cultural diversity in an organisation.
• Different cultures of the countries are studied and effective approach is established in order to perform an
effective human resource management (Tietze, 2021).
• Cross cultural international human resource management is an approach towards work together in same
environment creating workplace diversity.
• Such environment leads to the increase in the innovation and creativity among the employees.
• For example- Samsung has adopted different culture that increased the product demand as adoption of cross
culture in the workplace lead to the diversity and effectiveness in the operational process.
•

Comparative IHRM
• It refers to the analysis of differences in the human resource practises across the countries.
• It focus on the issues in the related to the management of the human resource across the national
borders.
• This approach is comparative as it compare different approaches and apply the most suitable
strategy to the organisation.
• Other companies are used as the model and changes are done to reduce the risk and to achieve
the effectiveness in the international human resource management (Farndale, and et.al., 2017).

Multinational enterprises focus
• International human resource management formation is based on the strategies
and the design of management system that successfully take advantage of
international and respond to international threats.
• Globalisation of the company is done on the basis of strategies of a successful
multinational companies.
• The focus on the multinational enterprises helps the company to understand the
market better and management of the human resource can be done more
effectively such strategies are proved as very effective in the engagement of the
employees.

Synthesis of Key Issues
Language barriers:
•It the most common barrier in the international human resource management.
•Due to the different language culture managers have to face the challenge in the communication (Rosa González,
Barker and Shah, 2020).
•It is the major point in the effectiveness of the human resource management.
Staffing process:
•Human resource management have to face issue in the recruitment of the employees as they have different view
on the working hours and salary.
•Employment in other countries is very difficult to find.
•The cultural gap between the countries has a major impact in the staffing process on the organisation.
Change adoption:
•It is also the major issue in the international human resource management.
•Globalisation of a business need to adopt the change according to the country.
•Various challenges are faced by the human resource management in adopting the changes so that company can
run effectively.
•Barriers to adopting to change includes technological change, workplace environment change.

Conclusion/Summary
 From the discussion in the presentation it can be concluded that there are majorly
three international human resource management practise i.e. cross cultural
management, Corporative IHRM and multinational enterprises focus.
 Cross cultural dimensions leads to the cultural diversity in environment.
 Such environment leads to the increase in the innovation and creativity among the
employees.
 Synthesis key issues included language barriers, change adoption and training and
development.

Reference List
•Klimecka-Tatar, D. and Ingaldi, M., 2021. Service quality management in term of IHRM concept
and the employee internationalization. International Journal for Quality Research. 15(3). p.753.
•Tietze, S., 2021. Cross-cultural management revisited: A qualitative approach.
•Farndale, E., and et.al., 2017. A vision of international HRM research. The International Journal of
Human Resource Management. 28(12). pp.1625-1639.
•Osnes, K.B., and et.al., 2018. ERP systems in multinational enterprises: a literature review of post-
implementation challenges. Procedia computer science. 138. pp.541-548.
•Rosa González, J.M., Barker, M. and Shah, D., 2021. Host country language proficiency and
identity: Spanish self-initiated expatriate nurses in Germany. Journal of Global Mobility, 9(2),
pp.217-240.


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