Relevance of International Human Resource Management

Relevance of Inter field of study benevolent Resource guidanceThe study of Inter issue Human Resource Management is fine if you atomic bend 18 going to locomote in a large Multi interior(a) Enterprise, just has no relevance for individuals who ar going to work in miniature firms. Do you agree or disagree? Give reasons and appropriate examples to obtain your answer.This paper sets out to show that the study of planetary human imaging management is of benefit to individuals who be going to work in teentsy firms whether in a management or worker capacity . It is historied that a atrophied firm whitethorn or may non be multinational and for the purpose of this intelligence it is assumed that the inference is that they argon not. This paper entrust demonstrate that through showing that an appreciation of antithetic approaches to work there can be benefits for the individual employee and the manager. Further benefits will be seen through demonstrating that strict adherenc e to accepted national usance and floriculture can have a negative effect on crinkle success. There will also be a discussion on how individuals and businesses gather up to be aware of the progressively multi cultural spirit of the British workforce.To open this debate it is necessary to define what is meant by the frontier international human resource management. Investigation into the term suggests that the tenor lies on how to operate the human resource management function in multinational businesses and that it is concerned with the similarities and struggles of managing in divergent countries and how to integrate a business culture across international boundaries. However, it is open that little attention is effrontery to the fact that the UK has an increasingly multinational workforce and whilst they may be theme to the systems, procedures and laws of the UK, they way they think and operate is strongly affected by their own(prenominal) national culture which may vary significantly to that of the UK.The BBC reports that (a) record 582,000 tribe came to live in the UK from elsewhere in the world in 2004, harmonise to government experts (BBC 2005, p. not given). They merely suggest that this influx is necessary to dish the UK economy grow as the majority of these migrants have come to the boorish to work. The Times newspaper supports this in reporting that Britain needed workers for 600,000 vacancies, including low-paid jobs that were often serious to fill and goes on to verify that (e)mployers are aggressively recruiting staff from oppositewise countries (Nugent et al 2004, foliate not given). They also found that 96% of these migrants were apply in full time work (Nugent et al 2004). This shows that the UK workforce is become increasingly multinational and diverse.The main arguments for the increase in awareness of international human resource management would seem to stress the pressures on managers workings in multinational b usinesses. As an example of this, Trompenaars et al tell us that (i)nternational managers have it tough. They mustinessiness operate on a number of contrary premises at any one time. These premises arise from their culture of origin, the culture in which they are working and the culture of the organisation which employs them (Trompenaars et al 1997, p. 3). However, the writer would argue that the same challenges also face those working in a solely UK based business as they become increasingly likely to be working with and for colleagues who start up from countries other than the UK and have different cultural expectations. To be able to ensure that the working relationship amongst groups is a productive and positive one, each individual would benefit from an reasonableness of some aspects of international human resource management especially in the area of culture where attitudes towards leadership, motivation, and pay and recognition may vary.A further benefit of awareness of different human resource management practices may be the strongisation that UK based businesses may be able to read positive aspects of other countries work practices and cultures. Mullins (2005) states, there are benefits to be found in a business looking at how its national culture may be limiting their ability to be strategically competitive. He continues by citing Trompenaars who felt that his own work helped managers to structure their experiences and provided insights for them and their organisations into the real source of problems faced when managing across cultures or careing with form (Trompenaars 1999, p. 31. cited in Mullins 2005, p. 43).Against the argument for individuals who are going to work in a small firm studying international human resource management is the die hard of areas such a topic covers. International human resource managers need to have an appreciation of the laws and policies of the countries their employer operates in and whilst this may of inte rest to a UK employee, it is not an area they would automatically be able to influence or change. This brings us to the questions of whether rather than international human resource management, what we are discussing is the management of diversity both from the point of view of a manager who supervises the work of a multicultural workforce or the case of an individual worker whose colleagues originate from a variety of cultural backcloths.Brooks supports this point and states that (d)ifferences in national culture may have a bearing on how organisations deal with each other and also on behaviour within organisations which symbolise a mix of nationalities (Brooks 2003, p. 264).Francesco and Gold say that managers must develop organisational systems that are flexible enough to take into account the meaning of work and the relative value of rewards within the range of cultures where they operate (Francesco et al 1998, p. 144) and whilst when verbalism this, they meant it to be appli ed to multinational organisations, the same can be verbalize to be true of those working in a multicultural environment nationally based. Mullins agrees with this in saying that there are a number of very good reasons why we could usefully understand cultural differences (and similarity) at work, based on new awareness contri plainlying to our own say-so and moreover to the accomplishment of organisational goals (Mullins 2005, p. 44). He goes on to say that there could therefrom be advantages of cross-cultural awareness which include increased self-awareness sensitivity to difference questioning our own assumptions and knowledge lessening ignorance, prejudice and hatred (Mullins 2005, p. 44). As an example, a manager with a predominantly British cultural background may need to adapt their motivational techniques for individuals from cultures where recognition through plaudit is more highly regarded than a financial bonus. From the writers own experience, a gross UK practice of publicising individual performance levels was found to be highly demotivating and a source of unease amongst a predominantly Asian workforce.Adler suggests there are inbuilt dangers where multi-cultural teams operate (m)istrust including stereotyping miscommunication with potential for reduced accuracy and resultant stress process difficulties, that is failure to agree when agreement is needed or nonetheless what constitutes agreement when arriving at decisions (Adler 1997, cited in Mullins 2005, p. 44). To overcome these potential issues, there must be an understanding and appreciation of the human resource management systems of other cultures as these will influence the work expectations and practices of the workforce.The Chartered Institute of strength and Development (CIPD) see the embracement if diversity as being crucial. They say that (t)oday, many organisations are out-thinking and outperforming their competitors by using diversity as a outline for ensuring long-term su ccess and advantage (CIPD date not cognise page not given). They support his view by adding that (i)n the face of changing demographics, a narrowing talent pool and an increasingly global marketplace, nurturing the creativity, macrocosm and hidden potential of organisations is vital (CIPD date not known page not given).A further aspect to be considered is the legal requisite for companies to embrace diversity in their workforce. Since the 1970s there has been an increasing totality of legislation in the UK relating to pay equality and sex and racial discrimination. However, a CIPD survey found that 68% of respondents gave legal pressures as the key number one wood for diversity in their business (CIPD 2006, p. 3) suggesting rather than an appreciation of the business benefits of embracing diversity, the importance placed on these issues is due more to a fearfulness of the negative publicity and costs associated with legal action as a result of discrimination.The concept of in ternational human resource management has been seen to be mainly the concern of individuals who are to intend to operate across geographic boundaries. It has been demonstrated however that there are many aspects of the subject that are not only applicable to those intending to work for a small firm, but could also benefit them in being able to encourage cultural diversity and adopt good practice from other countries. The increasingly multi national workforce in the UK and the introduction of legislation relating to diversity means that employers and employees must have an awareness of the areas of international human resource management that relate to understanding and embracing cultural differences.References and bibliography.Adler, N.J. (2001). International Dimensions of Organizational Behavior. California, USA South-Western College issue.BBC. (2005). figure immigration levels to UK. Accessed at http//news.bbc.co.uk/1/hi/uk/4359756.stm on 7/03/2007.Brooks, I. (2003). Organisat ional behavior Individuals Groups and Organisations. 2nd ed. Harlow apprentice Hall FT.CIPD. (date not known).The psychology of miscellanea. Accessed at http//www.cipd.co.uk/CMSTraining/Psychology+of+Management/Psychology+of+Management/PCD.htm on 7/03/2007.CIPD (2002). New look for shows international HR managers create global culture. Accessed at http//www.cipd.co.uk/pressoffice/_articles/20092002135000.htm?IsSrchRes=1 on 9/02/2007.CIPD. (2003). HRs Contribution to International Mergers and Acquisitions. capital of the United Kingdom CIPD.CIPD. (2006). Diversity in Business How Much Progress have Employers Made. First Findings. London CIPD.Francesco, A. M. Gold, B. A. (1998). International Organizational Behavior Texts, Readings, Cases and Skills. Harlow Prentice Hall FTLucas, R. Lupton, B. Mathieson, H. (2007). Human Resources Management in an International Context. London CIPD.Markides, C. Geroski, P.(2003). Colonizers and consolidators the two cultures of corporate strategy in Strategy and Business. Fall Vol 32 p 46-55.Mullins, L.J. (2005). Management and Organisational Behaviour. Harlow Prentice Hall.Nugent, H. Tendler, S. Patty, A. (2004). Foreign workers snap up the jobs that Britons on benefit reject. Times newspaper. November 11, 2004.Trompenaars, F. Hampden-Turner, C. (1997). horseback riding the Waves of Culture Understanding Cultural Diversity in Business. London Nicholas Brealey Publishing Ltd.Trompenaars, F. (1999). Trans-Culture Competence. People Management, 22nd April, p. 31.Trompenaars, F. Hampden-Turner, C. (2004). Managing People Across Cultures. Oxford Capstone Publishing Ltd.