International Hr

Every organization wants to attract the most qualified employees and match them to jobs for which they are best suited. However, many enterprises are too large to permit close contact between top management and employees. Human resources, training, labor relations managers and specialists provide this connection. In the past, these workers performed the administrative function of an organization, such as handling employee benefits questions or recruiting, interviewing, and hiring new staff in accordance with policies established by top management. Today’s human resources workers manage these tasks, but, increasingly, they also consult with top executives regarding strategic planning. They have moved from behind-the-scenes staff work to leading the company in suggesting and changing policies.

When Human Resource Management goes international, not many activities change. A model developed by P.V. Morgan presents International Human Resource Management in a three dimensions model; 1.The broad human resource activities of procurement, allocation, and utilization; 2. The national or country categories involved in International Human Resource Management activities; 3. The three categories of employees of an international firm: host-country nationals, parent-country nationals, and third-country nationals. Morgan defines International Human Resource Management as the interplay among these three dimensions.

An expatriate is an employee who is working and temporarily residing in a foreign country. International Human Resource Management becomes more involved in the expatriate’s life now. Dowling argues that the complexity of International Human Resource can be attributed to six factors: more Human Resource activities, the need for broader perspective, more involvement in employees’ personal lives, changes in emphasis as the workforce mix of expatriates and locals varies, risk exposure, broader external influences.

To operate in an international environment, a human...