INTERNATIONAL

HUMAN RESOURCE
MANAGEMENT
CONTENT
Topics
1. Introduction
2. What is IHRM
3. Definition of IHRM
4. Difference between domestic HRM and IHRM
5. Variable that moderate difference between domestic and international HRM
6. Transferring staff and international business activities

7. Types of international assignment

8. Role of Expatriates and non- Expatriates
9. The role of woman, in IHRM
10. Issues in staff selection in IHRM
11. Factors moderating performance
12. Selection criteria
13. Dual career couples
INTRODUCTION
• International human resource management, IHRM began to take shape as a district field
in the 1980s initially viewed as a nascent discipline, it emerged from the need to address
the complexities of managing human resource in multinational corporations (MNCS)
operating across diverse culture and legal environment. Laurent 1986,
characterised.IHRM as being in its infancy, highlighting the growing recognition of
international personnel management issues as a specialised area within HR practices over
the years. The focus has shifted from expectations, challenges to broader themes such as
global talent management and across cultural integration.
 WHAT IS IHRM
• International human resource management, IHRM is defined as the management of the
human resources in global context, confusing on the unique challenges of operating
across national boundaries. It activities such as requirement, training, performance
management and employee relation to diverse culture and the legal environment. IHRM
aims to effectively attract, develop and retain a multinational workforce with HR
strategies with organisation goal and addressing across culture, difference and complaints
issues in various countries.
DEFINATION OF IHRM
• According to P.V. MORGAN;
• International Human Resource Management (IHRM) is defined as the strategic management of
human resources in a global context. It involves applying HR principles to effectively attract,
develop, motivate, and retain employees across national boundaries, while adapting to local
cultures, legal frameworks, and business environments.
• International Human Resource Management (IHRM) is all about how companies manage their
people in a global context. It involves things like recruiting, training, and developing employees
across different countries. Companies have to consider cultural differences, legal
requirements, and the best ways to staff their international operations. It’s like regular HR, but
on a global scale! Let me know if you want to dive deeper into any specific aspect of IHM.
DIFFERENCE BETWEEN DOMESTIC HRM AND IHRM
• Domestic HRM: Domestic human resources management refer to the management of
human resources within a single country. It involve recruiting training, developing and
managing employee in a village with the local laws, culture, and practice of the particular
country.

• International human resource management: On the other hand, it involve

managing human resources across multiple countries. It it the same function as domestic
HRM, but at complexity due to factor like different legal system, culture, language, economic
condition and employee practice, IHRM deals with the challenges of managing employee from
different nationalities, adopting HR policies to local context and ensuring global integration
while representing local differences.
Domestic HRM International HRM
Boundaries: person of inside the boundary in Personal of the boundary from several nation
one nation

Leaving condition: the work pattern is routine Required condition, attention on adjustment issue in
work, ethics, and living condition

Remuneration: not-much difference in remuneration The remuneration package required being restructure
on the basis of equivalence of the payment and taxation
matter with other countries part in their firm or
industry
Communication: normal communication take Language translator may need in order to
place facility better communication

Administrative assistance: No administrative assistance Administrative assistance is need for banking service,
is required. Visa, currency transfer, driving license, etc.

Public relation: Employee themselves manage public Administrative assistance is felt essential for getting
relation work. children of the employee in school, in the same manner,
medical facility need to be made available.
 VARIABLE THAT MODERATE DIFFERENCE BETWEEN
DOMESTIC AND INTERNATIONAL HRM

Cultural Environment Industrial Type

HRM
function
domestic
as well as
internation
al
manageme
nt
Extent of reliance of an MNC
on its home country and Senior management
domestic market
1: CULTURAL ENVIRONMENT
2: INDUSTRIAL TYPE
3: EXTENT OF RELIANCE OF AN MNC ON ITS
HOME COUNTRY AND DOMESTIC MARKET
4: ATTITUDE OF SENIOR MANAGEMENT
CULTURAL ENVIRONMENT
• Cultural is a shipping process, member of group or a society, share a district way of life
with common values, attitudes and behaviour that are passed over time from generation
to generation in a graduate yet dynamic process, cultural is so invisible, but effective
process that one is not always aware of its affective on values, attitude and behaviour. By
reading a novel, a story about a group of men of a particular culture, the difference
cannot be understand that difference of a culture can be a better, only when the directly
deals with them in a real life like leaving with them interacting with them, it is called
culture shocking, which is a phenomena by people moving across different culture.
INDUSTRIAL TYPE
• The industry in which the firm is engaged and the nature and scope of the competitive
faces given the industry. It is the important considerations when deciding on the
appropriate over all the strategy and the balance between integration and the
differentiation porter make a distraction between two extreme type of industry in the
term of competition, that faces.
• Multi domestic industry: Where competition in each country is initially independent
competition in other countries, such as retailing, distribution, and insurance.
• Global industry: Where the firms competitive position in one country is a significantly
influence, it position in the other country, such as a commercial aircraft, semiconductor,
and copier.
EXTENT OF RELIANCE OF THE MULTINATIONAL
ON ITS HOME COUNTRY OR DOMESTIC MARKET
• It has experienced that multinational organisations on its performance in its home
country market, which comes to determine the international .for eg: a very large
domestic market influence, not only all aspect of the how MNC organ organise it activity
throughout it international division, but also in inference the attitude of the senior
management.
ATTITUDE OF SENIOR MANAGEMENT
• It is imperative that the attitude of the senior management management is largely going
to determine the role and function of HRM in the international perspective. It the senior
management does not have a strong international orientation that importance of
international operation may not impressed the role of HR manager is a very corral here
in changing the mindset of the management towards global orientation, respectively. This
require thinking globally and acting locally.
TRANSFERRING STAFF AND INTERNATIONAL
BUSINESS ACTIVITIES

Transferring staff and international

business activities

Reason for Types of

internation internation
al al
assignment assignment

Role of expatriates and non-

expatriates
1: REASON FOR INTERNATIONAL ASSIGNMENT

2 :TYPES OF INTERNATIONAL ASSIGNMENT

3: ROLE OF EXPATRIATES AND NON- EXPATRIATES

REASON FOR INTERNATIONAL ASSIGNMENT
• 1. To help in leadership development: Global leadership skill, developing a pool of leaders
with the international experience who understand diverse market and culture.
• 2. Succession planning.: Preparing hyper potential employees for future leadership roles
of providing them with international excuses.
• 3. To help knowledge transfer: Transferring and bumping standing skilled employee abroad
to train local staff, share expertise or implement basic practice, standardisation, ensuring
that global standard and the practice and formally applied across all location.
• 4. Market expansion: Setting up new operation, operation, assigning experience, personal
to establish new branches or offices for market business development, expanding into
new market by standing employees to build a relationship with local client partners and
the government agencies.
• 5. Cultural integration: Fostering and unfair corporate culture across different location by
having expertise in body and spread, Compnay values, building, multi cultural terms,
enhancing collaboration across border by integrating diverse.
 TYPES OF INTERNATIONAL ASSIGNMENT

Long-term
assignment
Short term
assignment

Strategic
Developmental assignment
assignment
1: SHORT-TERM ASSIGNMENT

2: DEVELOPMENTAL ASSIGNMENT

3: LONG TERM ASSIGNMENT

4: STRATEGIC ASSIGNMENT
SHORT TERM ASSIGNMENT
• A temporary assignment is defined as a work stint lasting for one year or less. A short-
term assignment can be a series of shorter rotational assignments or an assignment that
requires an employee to stay in one place for the entire duration.
• Short-term assignments may also be used in a developmental capacity providing high
potential employees an opportunity to grow in their career. Short-term assignments
commonly range from 3 to 12 months in duration.
 DEVELOPMENT ASSIGNMENT
• IHRM is the management of human resources across national borders. This involves managing
employees from different cultures, languages, and. Development and training programs help enhance
their skills, knowledge, and abilities. Training is the process of acquiring new knowledge, attitudes,
and skills.
• A developmental job assignment is a formal opportunity for an employee to develop professional
knowledge, skills, and abilities that would not otherwise be available through their normal work
activities.
• Developmental assignments provide the candidates with the opportunity to develop skills and
competencies in areas outside of their technical expertise.
LONG-TERM ASSIGNMENT
• Long-term assignments are generally a minimum of one year and may last 3-5 years total.
The benefits offered typically support both the employee as well as their family.
• Long-term assignments offer more time to understand and adapt to local business
practices and social norms, enhancing personal and professional relationships. Consider
your adaptability and willingness to immerse in a different culture to determine which
assignment length might benefit your career and personal growth.
STRATEGIC ASSIGNMENT
• Strategic assignments arise when key executives are sent from one country to another to
launch a product, develop a market or initiate another key change in business strategy.
• Strategic international human resource management (SIHRM) is defined as “human
resource. management issues, functions, and policies and practices that result from the
strategic. activities of multinational enterprises and that impact the international concerns
and goals of. those enterprises”
ROLE OF EXPATRIATES
• Expatriates are employ who are sent to Burke in a foreign country transfer knowledge
and ensure all ligament with the parent companies culture. Their key role include:
• Agent of direct control: Expatriates ensure compliance with corporate policies and
strategic objective throughout direct supervisor of local operation operations.
• Agent of socialisation: They have install the parent companies, values and culture in the
host country, although this can sometimes lead to culture classes.
• Transfer and knowledge and competence: They share expertise and the best practice
from the parent company. Best practice from the parent company, enhancing the skills of
local employee and improving operational efficiency.
• Boundary spanner: Expatriates gather information from both internal and external
environment, breeding gaps between the organisation and the local market.
• Language node: They often serve as intermedias in communication, helping to overcome
language barrier and facilitating better understanding between the parent and host
companies.
ROLE OF NON- EXPATRIATES
• Non- expatriates or local employees are citizen of the host country and play crucial role as well
• Cultural insight: They possess deep understanding of local customs, regulations and consumer behaviour,
which is the vital for strategy to the local.
• Operational continuity: Local employees provide stability and continuity in operation as they are familiar
with the local workforce and business enquiry.
• Cost efficiency: Hiring local talent can be more cost effective than expertise, reducing expense related to
the location and expertise benefit.
• Innovation and adaptation: Local employees can be drive, innovation, and adapting global strategy to field
local needs, learning their unique perspective and experience.
THE ROLE OF WOMAN IN IHRM
• Woman are playing an increasingly important role in international human resources
management with many excelling in various aspect of fields.
• Interpersonal and communication skill: Women tend to possess strong interpersonal
communication skill, which are curriculum for success in HR roles in our international
context.
• Emotional intelligence : Woman are now for their ability to understand. Emphasise with
employees are key attribute for any HR professional, this emotional intelligence,
particularly valuable when managing diverse global workforce.
• Network and support: Women in HR often enjoy a network of sport with the HR, helping
them to advance cuter than their male counterparts and success in their care.
• Promoting diversity: Women bring unique perspective to diversity and inclusion efforts in
workplace, their involvement in curriculum for creating welcoming environment for our
employee, regardless for their background.
• Overcoming barriers: Despite their success moment, still face barriers in eye, HRM, such as
Anda presentation in expectation assignment online 40% of employees in international
assignment are woman overcoming. These barriers are unlocking the full potential of woman
in I HRM in curriculum for organisation looking to build a diverse hyper Form global
workforce.
ISSUES IN STAFF SELECTION IN IHRM
• Selecting staff for international roles possess unique challenging for organisations. Here are
some key issues;
• Identify suitable candidates: Finding candidate with the right skills, experience and culture,
adaptability can be difficult, clear job description and selection criteria and initial to attract
and identify the most suitable applicants.
• Cultural differences: Understanding, different culture is virtual in candidates cannot adapt to a
new culture. They may struggle in their roles.
• Legal and compliance issues: Different country have verifying labour law, visa requirement and
hiring regulation, non-compliance and result in legal penalties. So HR must stay informed
about legal loss and regulation regarding hiring parties.
• Bias in selection: Implicit why can affect hiring disease leading to unfair practice using
structured interviews, standardise assessment, tools, and diverse interviews. Panels can help
mitigate vies and ensure selection process.
• Dual carrier couples: An increasing number of candidate, a dual carrier couples who required
position for both partners accommodating. These needs can be challenging, but it is important
for attracting and retaining talent.
• High turnover rates: Expertise of to leaves their position due to Anda, logistic jobs,
expectations or lack of sport, clear communication about roles sport in initial by addressing
these issues, organisation can improve their staff selection process in international setting.
 FACTORS MODERATING PERFORMANCE
• Several factor can influence and moderate performance in IHRM impacting how
effectively organisation manage their global workforce.
• Cultural adaptation: The ability of employee to adapt to different culture, environment
significantly affect their performance, understanding, local customs, and practice and
parties, and announce collaboration and reduce misunderstanding.
• Leadership style: The approach of leaders in the different reason can influence employ
motivation and engagement, supportive and culturally aware. Leadership often leads to
better performance outcomes.
• Team dynamics: The effectiveness of teams, particularly in multicultural setting can moderate performance,
strong team and collaboration, enhance productivity and innovation.

• Performance factors: Individual characteristic such as skill, motivation and commitment, play a curriculum
role in Form employee who are motivation and skilled to perform better in diverse environment.

• Organisational support: The level of support provide wide organisation, including training resources and
clear communication can significantly affect employee performance. Educate sport, help employed navigate,
challenge it international setting.

• Legal and economic context : External factor including legal regulation and economics condition in a
country can also moderate performance. Organisation must completely be local loss and adapt to economic
change. Maintain effective operation operation.
SELECTION CRITERIA
• When selecting staff for international assignment, organisations must consider various criteria
to ensure the right fit to both the role and the culture and environment key selection criteria
include;
• Technical ability: Candidate must possess that necessary technical and Manger skills relevant
to the position. Technical expertise is often as it is easier to assess based on past performance
and qualification organisation. Typically, look for the job related skill and leadership capabilities
to ensure candidate can perform effectively in their roles.
• Cross culture sustainability: The ability to adapt to different culture, environment and
curriculum. Candidate should culture sensitivity and the ability to integrate into diverse team.
This ad adopt, help mitigate culture, shock and enhance collaboration international settings.
• Family requirements: Family consideration play a significant role expertise assignment organisation,
often evaluate the potential impact of the location on the candidate family, including their billing to move
and their capability to adapt to a new environment support for family member, including work permit for
suppose is also key factor.

• Language skill: Proficiency in the host country language can be vital for leadership, roles, language, skill
facility, communication and help expertise and their families feel more comfortable in their new
surroundings. Organisation may candidate will be relevant language ability to effectiveness in their role.

• Organisation specific specific requirement: Each organisation has unique requirement based on it
operational needs and strategic goals. There include industry, their organisation, culture, value and specific
expectation for the role with the local loss and the regulations regarding employment is also initial.
• Physical and emotional health: Candidate must be in a good physical and emotional, help to
handle the challenging for living and working abroad, organisation often as candidate reliance
to stress and their ability to cope with the demand of the international assignment.

• Leadership ability: Effective leadership is a critical in initial roles. Candidate should quality
such as emotional stability, communication skill, and the ability to motivate, other evaluating a
leadership experience and provide insight into their potential success in the environment.
Why carefully considered their selection criteria organisation can announce their chances
successfully placing employee in initial roles , contributing to their success, their global
operation operations.
DUAL CAREER COUPLES
• Dual career couples in International human resource management: Refer to
partner who both demanding career of the leading to unique challenges when
considering international assignment, these couples facing significant heartless such as the
reallocate due to the potential potential career sacrifice for one partner, organisation
must address these concerned by providing for the trailing include placement assistance
in their host country and flexible work assignment. Some key issues and consideration
for IHRM. Be dealing with dual career couple.
CHALLANGES
• Work-Life Imbalance: Balancing demanding careers often leads to insufficient family time
and increased stress levels23.
• Role Conflict: Couples may struggle with conflicting responsibilities, where one partner’s
career often overshadows the other’s, particularly affecting women136.
• Childcare Concerns: Managing childcare becomes a significant burden, leading to worries
about children’s well-being when both parents work13.
• Communication Struggles: Exhaustion can hinder effective communication, exacerbating
misunderstandings about household responsibilities and pare
Strategies of MNC’s
• Provide a career support for that trailing spouse , such as,
• Assistance finding employment in the host country.
• Inter firm networking to help post find a job.
• Offer family- friendly policies like uncompressed assignment, virtual assignment and
replacing assignment with the business travel.
• Involves expertise sports in the selection process to assess their flexibility and
adaptability to the host country. .