Assignments From the Readings, Research Paper Example

Abstract

Assuming a position with international responsibilities in the human resources field is not an easy task. International human resource management and HR working in international companies face a multitude of professional, business, and ethnical challenges. This paper discusses the roles, functions, tasks, and challenges of an international human resource professional. The major challenges of the international part of the job and the company’s international strategy are discussed. The paper emphasizes the importance of dealing with cultural differences and the principal selection decisions for international workers. Ethical situations in the context of international HRM are discussed.

Introduction

Assuming an international responsibility in the human resource management position is not an easy task. International human resource management and professionals in global HRM must fulfill a multitude of roles and deal with a variety of professional, cultural, and ethical challenges. The need to operate in several different countries is the principal distinction between international and domestic HRM. Cultural differences, technological advancement, and ethical complexities add to the burden of international responsibilities in the HRM domain. International responsibilities in human resource management imply that HR professionals choose the best employees and practices to help the company realize its international strategy successfully. Consequentially, a position with international responsibilities in HR turns HR professionals into the companies’ strategic partners, who actively work to expand the organization’s workforce capabilities at a global scale.

Several circumstances led me to assume a position with international responsibilities. First and foremost, our company took a decision to expand its operations worldwide; as a result, hiring talented, skilled, and culturally diverse workforce became one of the organization’s top priorities. Second, by the time the position was available, I already had experience, knowledge and skills needed to assume an international responsibility in human resource management. Finally, my age played one of the determining factors in my career development: the company needed a novel insight and fresh look into its international operations, and I felt that I could cope with the complexities of the international HR operations.

The international part of my job is associated with numerous challenges. International HRM implies the need to support the company’s international operations; as a result, many activities and operations are new to HR professionals. The adoption of broader perspectives and evaluation of broader external influences are of paramount importance (Plessis, 2010). Organizations must balance their workforce needs with the accepted government policies and labor procedures in the host countries (Plessis, 2010). Technology presents another challenge: they must improve employee productivity, enhance cooperation and communication, and operate without violating the basic intellectual property rights in the host countries (Aghazadeh, 1999). However, cultural differences and employee diversity are the most significant international HR issue. The expansion of organizational operations across geographical borders means that many organizations will have more employees beyond their own country than within it (Plessis, 2010). HR managers who assume international responsibilities must be particularly scrupulous in their workforce decisions. They must be able to consider the cultural backgrounds of the diverse employees and their influence on employee performance.

Certainly, what international strategy the organization chooses to pursue will predetermine the direction of the international HR efforts. From the human resources perspective, our company employs the principles of the so-called “international strategy”. Put simply, the company utilizes the benefits of cultural differences and economies of scale to meet the goals of worldwide learning and global business flexibility (Harzing & Van Ruysseveldt, 2009). Unfortunately, the efficiency of this strategy in achieving global business flexibility is questionable. More often than not, the company’s strategic endeavors are limited to technology transfers and international hiring decisions. Nevertheless, our company is just at the beginning of its journey toward international business success. With time, the organization may choose to adopt a different international strategy, to benefit its employees worldwide.

International work is extremely important to advance in our company. International responsibilities provide employees with unique career growth opportunities and contribute to the organization’s expansion worldwide. In the meantime, only HR professionals that can deal with cultural differences successfully have a chance to assume a position with international responsibilities in HR. I acknowledge and recognize cultural differences as an indispensable ingredient of any international strategy. I view cultural differences as a potential source of unique organizational contribution. I treat diverse employees as the carriers of unique ideas and fresh cultural look, without which any international organizational endeavor is doomed to a failure. Most of the time, I consider myself as a strategic partner to my company’s strategic HR decisions and attempts. Friedman (2007) wrote that a strategic partner works to align international HR activities with the company goals. A strategic partner seeks to transfer the best home practices to the host countries and adjust them to the local practices and needs (Friedman, 2007). Strategic partnership is the best way to display the appreciation of the cultural differences in the company, for which I work.

I do not manage employees from other countries directly. However, I realize the difficulties which other HR professionals experience, trying to reconcile with the cultural diversity in our organization. I do not participate in the selection of employees for international assignments, but I know that our organization applies to the benefits of internal recruiting, to reduce employee selection costs and choose the best from the available pool of candidates. A degree in human resource management, the knowledge of cultural diversity, and language proficiency usually serve the principal selection criteria. Unfortunately, international responsibilities in HR are associated with a number of ethical difficulties. In my practice, the most significant ethical issues grow from the lack of cultural knowledge and diversity awareness. For example, some cultural traditions may contradict to the company’s practices in the home country. For this reason, company representatives fear that these practices pose a threat to the efficiency and productivity of the international workforce. The choice between efficiency and cultural respect always requires taking a complex ethical decision. However, I have learned that cultural respect and recognition of cultural diversity erase the boundaries of misunderstanding and motivate employees to work at the edge of their talents and capabilities.

References

Aghazaeh, S.M. (1999). Human resource management: Issues and challenges in the new millennium. Management Research News, 22(12), 19-32.

Friedman, B.A. (2007). Globalization implications for human resource management roles. Employment Responsibilities and Rights Journal, 19, 157-171.

Harzing, A.W. & Van Ruysseveldt, J. (2009). International human resource management. SAGE.

Plessis, A. (2010). International human resource management: An overview of its effect on managers in global organizations. Interdisciplinary Journal of Contemporary Research in Business, 2(4), 178-195.