Strategic HRM in the Global Context- Aligning Human Resources with International Business Goals

Strategic HRM in the Global Context- Aligning Human Resources with International Business Goals

Source 1: Towards a strategic understanding of global teams and their HR implications: an expert dialogue

Butler et al. (2018) delve into the benefits of effective management of global teams. International business comes with a set of HR management challenges. One of the common challenges is knowing how to manage global teams across different time sets effectively. Besides, HR managers face the hurdle of managing subtle and country-specific inequalities and failures. Another challenge relates to offering the right training to enable employees to work across multiple countries on the global stage.

Navigating Inherent Problems of Global Teams

According to Luciara, HRM influences global teams in three different ways. Firstly, HRM plays a significant role when hiring and training global teams. Such teams require training on managing emotions, intercultural communication, and diversity awareness (Butler et al., 2018).

Also, HRM plays a key role in determining physical/virtual settings to boost team dynamics. The location or platform of team meetings greatly influences the outcomes of team deliberations (Butler et al., 2018). For instance, a US company operating in Germany may need to train its members on how to conduct successful meetings in the host country.

Managing Global Integration and Local Adaptation

HRM faces many challenges when a company is expanding globally. There is a need to hire the right people to address these challenges. International firms can have a hard time attracting the right people o foreign soil.

Kristina proposes a myriad of solutions to solve the global HR dilemma. For instance, she proposes that performance management needs to take a more individualized dimension (Butler et al., 2018). That is because success metrics in one global team may not be the same in another country. However, evaluating project per project will give a true picture of team-based performance. Performance management is crucial in ensuring all teams are united in pursuing a company’s mission.

Reflection

I agree with the solutions to global MNE HR challenges presented by Butler et al. One of the most crucial aspects is the need to address accidental and designed-in multiculturalism. The primary role of HRM is to reduce within-group behavioral variability. That will help the organization achieve commonality while protecting subtle national differences.

Source 2 Electronic HRM: four decades of research on adoption and consequences

Bondarouk et al. (2016) delve into e-HRM adoption by companies over the years. The primary goal behind e-HRM adoption is to drive strategic and administrative goals. Other benefits of e-HRM adoption include service improvement, cost reduction, and adjusting HR orientation to become more strategic in the international environment.

The authors also highlight the common scholars’ definitions of HRM. One of the definitions offered by Bondarouk and Ruël in 2009 is that e-HRM is the integration of HRM resources and information technology to create organizational value, targeting employees and management (Bondarouk et al., 2016). However, the latest definition is that the practice involves configuring electronic resources such as hardware, software, and networking programs to complete HR activities. Such activities may include practices, services, and policies.

Factors Affecting the Adoption of e-HRM

Technological factors are among the key issues affecting the adoption of e-HRM in an organization. There is a need to adopt new software or modify the current one when an organization is adopting e-HRM. While at it, system errors may occur. Therefore Bondarouk et al. (2016) advise organizations to conduct a needs assessment before selecting the best software.

Also, organizational factors affect the adoption of e-HRM. Such factors include organizational characteristics, planning, data access, privacy management, and organizational capability. Among the organizational factors, organizational size is the most studied. Large organizations tend to identify with human resources information systems (HRIS) positively. As the number of HR personnel increases, the administrative burden also increases, hence the need for computerization.

Moreover, people factors also affect the successful adoption of e-HRM. User acceptance is one factor that determines whether new software will succeed or not. For instance, experienced and older employees tend to resist new technology (Bondarouk et al., 2016). Also, employee mindsets, skills, and expertise determine the successful implementation of HRIS.

Consequences of e-HRM Adoption

E-HRM adoption results in operational, relational, and transformational consequences. Some of the operational efficiencies associated with e-HRM include; cost and time savings, HR effectiveness, and efficiency gains (Bondarouk et al., 2016). On the other hand, relational benefits from e-HRM adoption include improved communication, cooperation, and relationships. Finally, transformational consequences refer to how e-HRM has helped organizations fulfill their mission and satisfy customers.

Source 3 How Strategic International Human Resource (IHR) Strategies Can Manage Organizational Performance Challenges

Gerald (2018) highlights a myriad of international human resource strategies that could be used to navigate organizational performance challenges. New international markets present the organization with new people with different viewpoints, knowledge, and awareness. Therefore, there is a need to take advantage of these differences to improve organizational goals. Besides, HR managers face cultural diversity challenges, hence the need to adapt and manage the complex global environment.

A critical dilemma that faces international managers is whether they need to adopt internal or external strategic human resource management. Gerald (2018) emphasizes that scholars prefer an internal strategic HRM strategy over an external (buy) strategy.

HR Competency-Based Training Approaches

A company needs to adopt competency-based training approaches to hire the right people internally. The process starts with job analysis, which identifies the attributes of a given job. Next, the HR manager determines the skills required for the job. A new hire is subjected to a test to determine whether they can manage the job they are hired to. If they accomplish a test, then there is no need for training. Retraining only occurs in areas where they fail. Such a competency-based HRM approach goes a long way to reducing the cost of global HR recruitment.

References

Bondarouk, T., Parry, E., & Furtmueller, E. (2016). Electronic HRM: four decades of research on adoption and consequences. The International Journal of Human Resource Management, 28(1), 98–131. https://doi.org/10.1080/09585192.2016.1245672

Butler, C. L., Minbaeva, D., Mäkelä, K., Maloney, M. M., Nardon, L., Paunova, M., & Zimmermann, A. (2018). Towards a strategic understanding of global teams and their HR implications: an expert dialogue. The International Journal of Human Resource Management, 29(14), 2209–2229. https://doi.org/10.1080/09585192.2018.1428720

Gerald, R. V. (2018). How Strategic International Human Resource (IHR) Strategies Can Manage Organizational Performance Challenges. Archives of Business Research, 6(10). https://doi.org/10.14738/

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Select three articles (published within the past five years), each from different peer-reviewed academic journals/magazines. Find articles that specifically address the following:

Strategic HRM in the Global Context- Aligning Human Resources with International Business Goals

Strategic HR and international business. What main point(s) about international business related to HRM goals and organizational strategy does each author make? Do you agree? Why or why not? Provide actual employer best global practices (and employer name).