Human Resource Management Essay -- Business, International Human Resou

Human resources atomic number 18 considered to be a potential source for emulous advantage. It is seen as the accumulation stock of knowledge skills and abilities that individual possess which the firm has built over years through identifiable expertise (Cappelli and Singh, 1992). The success of firms can buoy be measured from the ability to synthesise the firms HR with strategic objectives of the organisation. According to Klein et al. (199111), If expertise manifestation behaviour is consistent on the shaping of skills, it becomes a basis for competitive advantage. The scholar further argues that a dedicated skill comes from employees continuous application of skills to a particular tasks, product and project. by means of learning and strategic combinations of dedicated skills, skills are then transforms to core skills which then can promote new product and new market (). These resource capabilities are indeed helpful for MNC exploiting growing market to gain competitive adva ntage and hereby increasing market share. However, there have been various strategic plans by MNC to successfully gain competitive advantage in developing market taking into account theoretical frameworks and issues emanating from parent company and host county-specific. The field of foreign human resources management has been characterised by three broad approaches which gives an insight on cross-cultural management issues (Laurent, 1986), comparative HRM research (Brewster, 1998 Hendry, 2003), and international HRM in multinational corporations. The last mentioned is commonly recognised as international HRM which involves diverse complexities due to diversity of national contexts and different national categories of employees (Dowling and Welch, 2004). An impor... ...n et at. (1991), specifically and critically view IHR strategic race between the parent company and its subsidiaries. This relationship can be viewed in two fits. The first fit is the external-outside organisatio nal fit which encompasses the level of fit between the subsidiaries IHR undertakings and the cross-national and cross-cultural environment that is operating in which includes across it boundaries. On the other hand, internal-outside fit is viewed as IHR activities of the subsidiary and the IHR activities across other MNC within its boundaries. In summary, this business dodging possess that a subsidiary needs to put into consideration its roles and standing within the MNC and well as its place amongst the local, national and global environment when developing IHR strategies. This business strategy consideration is illustrated on Figure 2.