Introduction
Human Resource Management (HRM) is a technical approach to managing individuals in a firm or company in that they steer the organization towards acquiring its competitive edge. The central objective of HRM is to optimize staff performance to attain a company’s strategic goals (Alshammari, 2020, p. 715). Human Resource Management concentrates on methods and policies used in a company; thus, it is responsible for supervising staff in corporations. HRM departments’ roles include recruiting, development and training, reward management, performance appraisal, and paying employees (Michael, 2019, p. 66). Additionally, HR departments are concerned with labor relations, organizational change, and the combination of procedures with regulations imposed by regulatory bodies and collective bargaining power. The general role of HRM is to ensure firms’ success is centered on their people. On the other hand, International Human Resource Management (IHRM) is a set of goals targeting the practice of HRM on a global level.
Main body
HRM strives to accomplish organizational objectives and achieve a competitive advantage over rivals at the global and national levels. The Convergence approach of HRM proposes that management aspects become alike globally through globalization (Triantafillidou, 2020, p.1). With its main technological and economic drivers, globalization enables a convergence model of management and organization practices as nations demonstrate the same political stability and economic growth frameworks (Bader et al., 2021, p. 1). In contrast, divergence HRM, on the other hand, compares the systems of countries, identifies differences and similarities, and eventually creates the antecedents from the dissimilarities.
The ethnocentric approach involves firms recruiting employees from their parent nations to fill positions globally. For instance, if a firm wants to recruit an executive position in an overseas country, it could relocate one of its current personnel residing permanently in the parent country. The Human Resource Manager recruits the appropriate individual for the right job for the multinational business based on the skills needed and the contender’s willingness to integrate the organization’s culture. When a firm expands its activities to other nations, globalization plays an integral role in its human resource management and development. Organizations consider several practical adaptations to recruit, train, support, and retain a workforce dispersed in various countries with varied cultures and identities (Acikgoz, 2019, p. 1). HRM roles must adjust their methods and ideas to consider technological advancements, foreign regulations, and cultural variations. The staff that an organization gets and retains is a critical resource in its success.
Globalization’s impact on HRM practices extends to both new and present staff as a firm expands its operations to overseas states. As part of the HRM department’s chore in globalization, the company must support the existing employees as they move to overseas positions (Lina, 2018, p. 52). In relocating to a foreign country, a company must foster fresh local content. A company’s capability to expand into new marketplaces relies on the capability to fill expert worker shortages. In this process, employees from different regions recruited in this firm must work and comply with the terms and conditions of the company. MCNs that need to utilize globalization as a foundation for global expansion must develop consistency in operating their activities from headquarters to branches in overseas countries (Weedmark, 2022, p. 4). Globalization simplifies operating globally because achieving a measurable scale is doubtful if things become intricate.
Managers keep their firms’ operations precise for companies to produce the globalization effect. Applying this in the global context of HRM practice and policy must be simplified to apply anywhere, irrespective of geographical and cultural variances (Gorynia, 2019, p. 122). HR practices and policies somewhat judge workers in multinational organizations, thus creating uniformity. Globalization is the most necessary catalyst for attaining the uppermost level of homogeneity, and it is a basis that transnational corporations could not flourish without (Stofkova and Sukalova, 2020, p. 7681). Thus, globalization will lead to changes in the HR policy and practices and ultimately converge into a single practice everywhere in the world because companies will have adapted to simple and effective operating methods in overseas countries.
Various corporations aim to operate in several regions across the globe. Mobile technologies and new media are among the trends in Human Resource globalization. New media and mobile technologies allow HRM to expand its services by communicating regularly with employees (Labban and Bizzi, 2021, p. 1; (Vardarlier, 2020, p. 239). HR use social media to communicate with employees if the office is shut due to poor weather. Social media and mobile technologies help HRM increase the worth of a company by providing the firm with tech-savvy workers eager to innovate novel ways of operations. Organizations prefer recruiting employees from diverse backgrounds because they allow corporations to link with customers in markets, bringing a new set of values and ideas to the companies. However, for companies to attract knowledgeable, culturally, and tech-savvy individuals, they must open the employment process to a larger audience through advertising and by showing a desire to captivate multicultural people. When employees have been absorbed, managers and owners must work to retain them.
The process of hiring skilled individuals is tedious and time-consuming. Thus, human resource managers try to reduce the several activities involved in the process, leading to a converged way of conducting recruitment. Globalization has simplified the way companies hire staff and operate in foreign markets, eventually resulting in a single best practice globally (Kyove et al., 2021, p. 217). Diversity training and cross-cultural career development are two of the current trends in global HRM. Cross-cultural career development and diversity training involve learning opportunities and continuous learning programs that a firm provides to its staff, like formal university education, attending conventions and networking events, and on-the-job training seminars (Chated, Wisetsri, and Charoensak, 2020, p. 1). These initiatives are intended to motivate employees to diversify their skillsets, for example, by learning a language and their core skills (the capability to comprehend how business operations are run in foreign nations.
The globalization effect emphasizes the importance of cross-border agreements. Corporations can sell services and products in various markets via internet and postal services, bringing added tax, border, and customs security concerns to HRM divisions. In employing individuals in an overseas country, a company adheres to the laws regarding labor and compensation in that market (Agwu, 2018, p. 4). Hence, businesses and organizations have developed a simple way of avoiding the limitations that hinder their successful operations in oversea markets.
Human Resource Management has various challenges, including leadership development, diversity in the workplace, retainment of skilled workers, and performance management. Leadership development is one of the most common human resource management concerns that firms face today (Omar, 2020, P. 32; Okolie, Chuks, and Udom, 2019, p. 182). Companies overlook the value of investing in staff development and grooming to help people develop their leadership capabilities and essential professional abilities, which negatively influences the workplace. The strategy is to provide regular training opportunities to talented employees to help them reach their maximum potential. While having a diverse workforce has clear benefits, coping with employee differences is a frequent HRM challenge. It is tough to resolve disagreements and develop efficient communication among employees of varied backgrounds, ages, and cultures. Corporations can solve employee differences by fostering a collaborative culture in the workplace through team-building activities.
Employee retention is one of the most common human resource management difficulties that most enterprises and businesses face in severe competition for talented workers (Irabor and Okolie, 2019, p. 95; Mahadi et al., 2020, p. 201). Employees are usually drawn to larger firms’ better perks, making it difficult for smaller businesses to retain them. However, an organized onboarding procedure for each employee might help reduce it. Given the fast-paced nature of most businesses, performance management is a problem for efficient human resource management. While companies need to offer training to their personnel, it is essential to track how the training impacts their performance. The easiest way is to provide each employee with a straightforward yet well-defined performance framework.
Conclusion
In conclusion, globalization in HR benefits companies in several ways. The primary benefit is that it enhances inter-organizational collaboration. Furthermore, having similar competencies makes it easier for different departments to collaborate. Personnel has a common perspective on the company with standardized HRM, making coordination and communication easier. Participants are significantly more likely to see the organization as a whole rather than feeling an us-versus-them mentality if all entities adopt similar HR rules. Globalization has changed the way businesses and firms conduct their operations in local and overseas nations. Companies have developed a simplified converged system of management that enables them to hire, staff, develop talents, and fire staff.
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