international human resourse management


International Human Resource Management practices evolve as time advances, because of the management shifts on a global perspective. New ideas are generated in the organizational structure hence change in practices of personnel management. Its evolution as (Caligiuri & Stroh 1995) affirm has been reinforced by the dynamism of management practices all over the world, such that bureaucracies are limited.

According to (Caligiuri & Stroh 1995), human resource practices on a global arena functions on policies that differ, because of varying cultural differences. To deal with these issues, different personnel management operates on various as dimensions. Staffing their companies is based on the policies that the mother company has formulated to be followed rather than enabling host nationals to oversee their branches. Barclay’s Bank operates on that initiative such that the hosts are mandated to follow the company’s values as opposed to forming theirs.

Leadership in personnel management can be implemented by ensuring that their employees world wide operate on the same level in terms of values. For instance Barclay’s Bank integrates leadership from a global perspective as opposed to local perspective. Personnel management is responsible for creating an environment that will enhance the productivity and maintain competency by encouraging development in staff respective positions. Barclay’s Bank has development plans to promote their employees, such that the company reviewed its benefits package in 2009 so as to remain relevant to its employees and abstain from managerial crisis of employee dissatisfaction ( sustainability/ remuneration).

In conclusion, global company with goal to succeed in host nations should enhance development in culture they are based in, as a way of giving back, for example, community and environmental initiatives like Barclay’s does.



Caligiuri, P.M & Stroh, L.K 1995, ‘Multinational corporation management strategies and international human resource practices: bringing IHRM to the bottom line’, International Journal of Human Resource Management, vol.6, no. 3, pp. 494-507.


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