INTERNATIONAL STRATEGIC MANAGEMENT IN HRM
International human resource management is based on two main factors all together. First policy is correlated to its own operational strategy as mandated of its practice for the overall organizational goal and its other policies on strategies in respect to personnel management as the backbone of organization performance, together with regular monitoring.
Throughout the world there are many expats temporarily or living permanently in a country other than theirs in work representational purpose of a global corporation. According to(Chew 2004) managing expats has various issues based on integration of professionalism, social factors , language differences plus development and satisfaction of the expats determined by the transfer procedures, issues concerned with new culture taxation, hence all this may have serious implication if the expats are not fulfilled leading to mission failure. Performance can be enhanced by communication strategies to address various issues that may be encountered during the tenure, developments in terms of benefits and if the destination has catastrophic issues offering allowances based on the risk exposed. Additionally, offering training to the expatriates on what to expect before they embark on the corporate assignments (Business Wire 2010).
Multinational corporations’ performance is dependent on expatriates representing them in a given cultural background. The fact is that the international corporations use the services of expats to facilitate expansions and corporate competitive edge. However, in the international management in relation to human resource practices, due to different cultural background, the practices probe complexity; hence success of Multinational companies will depend on personnel management strategies in its practices (Chew 2004). Business wire (2010, n.p) adds that for Multi Nationals organization to enhance performance of expatriates, human resources practices have to emphasize on effective training of these employees for flexibility in their working environment. If an employee is transferred to a different state in the same job position, performance should not change; or rather it should even improve. One of the factors that (Chew 2004) identifies as a major cause of failure in expats assignments is due to cultural differences and family obligations. This directs to selection process of corporations’ representatives outside their normal culture and environment. In reference to this, international HRM practices of selecting employees should consider the willingness in correspondence to expertise of the expatriates to avoid early return and wastage of resources used to admit and maintain them in the new working environment.
Strategic international personnel management can improve performance from the expats through formulation of effective policies to maintain their motivation (Jassawalla & Saschittal 2009). Selecting approaches to avoid failure of the corporate goal where many multi national organizations are focusing on using national representatives within their business expansions instead of transferring employees from the mother organization. The move enhances human resource practices to train and motivate national in these cultures, therefore saving a great deal of corporate resources. Further, (Osland A & Osland J 2005) add that human resource on a global perspective development of strategies is propelled by experiences and trends seen in the outcome expats’ performance representing multinational organizations. Jassawalla and Saschittal (2009, p.778) maintain that development of this sector involves monitoring the expats in terms of their grievances, especially in definition of roles and corporate expectations.
In conclusion, Multinational organizations personnel management has to develop strategies that favor the expats and employees for overall goal and mission accomplishment.
Business Wire 2010, ‘With Companies Sending More Employees Overseas on Assignments This Year, the Question is: ‘What’s Their Strategy for International Employee Mobility?’ June 14.
Chew, J 2004, ‘Managing MNC Expatriates through Crises: A Challenge for International Human Resource Management’, Research and Practice in Human Resource Management, vol.12, no. 2, pp. 1-30.
Jassawalla, A. R & Saschittal, H.C 2009, ‘ Thinking strategically about integrating repatriated managers in MNCs’ ,Human Resource Management, vol. 48, no. 5, pp. 769-792
Osland, A & Osland, J.S 2005, “Contextualization and strategic international human resource management approaches: the case of Central America and Panama’, International Journal of Human Resource Management, vol. 16, no. 12, pp. 2218-2236.