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International Human Resource Management

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Human resources managers are a business organisations ‘people’ managers, responsible for managing a wide range of employee responsibilities. The human resource manager in a multi-national company with divisions or subsidiaries in foreign countries has all the normal HR responsibilities plus a brace of additional tasks that are specific to offshore operations of his department. He is literally responsible for international human resource management.


International human resource management functions cover many different activities related to a business organization’s employees and contractors. The first and most important is the staffing needs of the company whether staff members are company employees or outside contractors. Other functions include recruiting and training employees, ensuring that they are performing at expected levels or better, handling performance issues and making certain that personnel and management policies conform to laws and regulations. IHR management is also involved in how the company manages employee compensation and benefits, employee records and personnel policies and practices. (, 2007).


The primary difference between domestic human resource management and international human resource management is the added knowledge and responsibilities required due to foreign operations. These typically include language (in non-English speaking offshore organisations), the local and national regulations and laws governing business operations within a foreign country; currency exchange rates, career outlooks, company benefits and incentives and, perhaps most important. The ethics and etiquette expectations of foreign business contacts. IHR management people must understand these differences clearly and stand ready to keep other company people informed of them to prevent embarrassing situations and unintentional ‘affronts’ from occurring


Basic human resources are a management activity while human resources development is considered a profession. The latter is targeted more specifically to developing personnel inside organisations through career development, organizational development and training activities. Both functions have undergone very-significant evolutions during the past several decades so that they now play major roles in staffing, managing and training people so that the will perform in an optimum manner for the organisation. Today, international human resource management is the fastest-growing subset of HR due to the growing trend for global business operations.


Still other international human resource management activities include ensuring workplace safety through dealing with drugs and drug problems, employee assistance, ergonomics, spirituality and diversity. In these efforts multiple sets of regulations must be used as guidelines; those of the company and those arising from being in a foreign nation with different laws, regulations and etiquettes. (, 2007).


The multi-national responsibilities of international human resource management require schooling in psychology as well as the culture and customs of business in offshore nations. MBA programs at more than seventy universities currently offer International MBA programs carefully tailored to match the needs of students who plan on careers with multi-national business organisations. Courses are also offered in international human resource management and development for the same purpose. It is clear that IHRM is a growing field in multi-national business operations that will continue to offer excellent employment opportunities for people well versed in its international operations.


References (2007) “Human Resources Internet Guide”

Available from:

Accessed: 10-23-07


McNamara, C. (2007) “Human Resources Management” management help. Org

Available from: hr_mgmnt/hr_mgmnt.html

Accessed: 10-23-07

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C/FC/31. Cultural Background and Individual

C/HR/184. Hilton Group: Talent Management

E/HR/91. Contemporary issues in International Human Resource Management

S/HR/162. Training expatriates to adjust to a new culture

S/HR/131. HRM in South Asian developing countries

E/HR/90. British and Japanese approaches to HRM

E/HR/83. Managing virtual teams

C/HR/123. What, if anything, can the UK learn from the German system of employment management?

S/HR/95. Human Resource Management in Sweden

S/HR/94. Employee relations in Japan

S/HR/92. Problems of international HRM: review of theories in MNC context

C/HR/115. Dissertation. HRM Practice: Uniqueness and Differences from the UK HRM practice

E/HR/54. International HRM in Infosys

E/HR/53. HRM problems in Vietnamese companies

C/HR/154. Marconi telecommunications Mexico: Case Study analysis

C/HR/127. Master's Dissertation. Comparative Analysis of HRM Practices of Local and Foreign Invested Firms in China

C/HR/120. Cultural Shock

C/HR/114. How has Human Resource Management changed in the last decade? Analyse several businesses (examples from the airline and automobile industry, General Electric, Disney, Quantum, Vodafone, Deloitte and two companies in China.)

E/HR/51. MICHELIN: International HRM practices

C/HR/85. Research Proposal. HRM in Bulgaria ? How is the human resource management practice in Bulgaria unique or different in any way?

C/HR/67. HRM Challenges in International Business

P/HR/329. Cultural issues of HRM in MNE

P/HR/323. Role of expatriation in MNC international assignments

P/HR/319. Japanese and German models of HRM


P/HR/273. HRM practices in China and USA

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P/HR/243. International and domestic HRM: theory and case study

P/HR/179. Report on international HRM: case study of Chinefarge

C/HR/86. Influence of National Culture on Organizational Culture and HRM practices of MNCs

E/HR/31. Implications of international HRM

C/HR/80. Proposal. Critical evaluations of the reasons why companies continue to use expensive process of expatriation

C/HR/79. Expatriation- A Cost Benefit Analysis

E/HR/24. HRM in Nokia and Motorola: comparative analysis

C/HR/66. Nokia: An International HRM Perspective

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S/HR/61. The Future of HR in International Organizations

S/HR/53. Drawing upon the HR practices in two or more European countries, evaluate the evidence for and against the existence of convergence towards a European Human Resource Management model.

S/HR/52. Setting up Manufacturing Facilities in Spain - A Beachhead to the entry into Europe

P/HR/119. Issues of human resource management in South Africa

P/HR/108. Nike in Asia: International HRM Perspective

C/HR/27. Cross Cultural HRM

S/HR/30. The Role of Human Resource Management & How Culture & Other Factors Affect the Global Human Resource Management

C/HR/14. Provide a report in terms of reviewing the future of HRM in International organisations (International HRM). In particular, examine the HR's role in provision for efficient and effective administration.

P/HR/69. 'The field of international HRM is still relatively underdeveloped, yet its potential for international and multinational organisations is considerable" (Mabey et al., 1998). In this context, discuss the factors that differentiate international HRM from domestic HRM and the variables that moderate these differences.

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