Human Resource Management history Assignment Example | Topics and Well Written Essays - 1500 words

Human Resource Management history - Assignment Example Academics have responded positively to meet the challenges raised by the globalization of business by investigating a number of issues and problems related to international business. They have attempted to examine management from a cross-national viewpoint. This comparison of HRM policies and practices at a national level helps to test the convergence-divergence thesis. The typical questions pursued by comparative researchers are: (1) how is HRM structured in individual countries. (2) What strategies are discussed (3) What is put into practice (4) What are the similarities and differences (5) What is the influence of national factors such as culture, government policy, and education systems This paper assumes that the team members are not in close proximity to each other and the team leader might not always be in the same place as the team. The cross-cultural team consists of at least three different nationalities, with one member from the UK, one from South Asia and one from Eastern Europe. This paper also assumes that members of the team will differ in the three major values of power distance, uncertainty avoidance and human orientation. Strategies Both tangible and intangible dimensions of human resources are essential in developing a global competitive personnel profile that is unique, valuable, difficult to replicate, and provides the organization with a sustainable competitive advantage. Tangible human resource dimensions relate to the process, procedures, and systems established to identify, select, train, motivate, and retain the most competent personnel in the organization. Alternatively, intangible dimensions of human resources include the culture, learning capability, innovativeness, and collective action of the employees. Leveraging a firm's internal resources across its global network requires competent boundary-spanning managers developed within the firm's strategic global human resource management (SGHRM) system. Performance management requires managers to review regularly, with their teams and the individuals reporting to them, performance in relation to agreed objectives, the factors that have affected performance and the development and training needs that emerge from this analysis. Expatriates, having been socialized and developed in the headquarters, possess an intimate knowledge of the firm's internal resources, both in terms of their tangible and intangible dimensions, therefore, it is proposed: Proposition 1. If the firm's internal resources are critical for creating and sustaining a competitive advantage against rivals in a foreign market, then the global organization will assign management of that