Perspectives on International and Comparative Human Resource Management Name:

Running head: MSN_73599600 Perspectives on International and Comparative Human Resource Management

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List of Tables

1.0 Introduction.....................................................................................1

1.1 Argument based on Planning..................................................................1

1.1.1 Decentralizing the planning powers..........................................................2

1.1.2 Using both numerical and judgmental methods.............................................3

1.1.3 Viewing planning as continuous and capable of adapting to change.....................3

1.1.4 Avoiding paralysis of the analysis............................................................3

1.2 Concentration on a manageable set of issues................................................4

1.3 Formal Planning and Opportunistic Planning...............................................4

1.4 Argument based on Functions of Human Resource department.........................5

1.5 Labor Cost reductions and concern over productivity....................................5

1.6 Technological changes, Challenges, and Opportunities...................................6

1.7 International Human Resource Strategies...................................................7

1.8 Advantage of HR department in Selection process........................................7

1.9 Increase in litigation and regulation related to HRM......................................8

1.10 Changing Characteristics of the workforce.................................................9

1.11 Conclusion......................................................................................10

Reference................................................................................................12

HUMAN RESOURCE DEPARTMENT

1.0 Introduction

(Walters, 1997, pg. 23). Developing HRM practices can have a significant impact on corporate performance. Some research departments in most American multinationals have made research studies and developed methods of characterizing high performance work systems. Human resource management can be done by the top management level, managerial level, defined HR department or independent work groups as noted by (Richard, 1997; pg. 54)

Procter and Gamble and Corning are examples of significant manufacturing facilities with work teams. At Procter and Gamble plant in Ohio, which makes liquid tide, Downy fabric softener, and Biz bleach, teams are responsible for their own safety, production targets, quality goals, and improvements in customer service. They recruit, select, assess, train and resolve internal conflicts on their own. Future human resource needs are the employees the organization will need at in the future to meet its longer term goals. HR planning is, therefore, one of the demanding jobs in the organization. The top management cannot be able to undertake the duties performed by the Human resource department, and it is not a mistake to leave such work for the department.

Some of the Human resource functions include job analysis, external and internal recruitment, training and development, performance and appraisal of employees and finally engaging in the labor relations. (Yeung, 2007; pg.. 78) Another significant trend leading to managers outsourcing most of its activities like office work, programming, and technical jobs from USA and countries in Western Europe to countries like India and China, are the labor costs involved.(US Congress, 2003; pg. 54)

International Human resource management involves the development of human resources capabilities to meet the diverse needs of various subsidiaries of multinational and global corporations. (Ultich, 1997; pg.. 45) Management of human resources in differs greatly from that in domestic companies and each organization has a different approach for managing its human resource. Human resource department undertakes managing and staffing subsidiaries. Human resource planning is one of the critical activities in the organization that require expertise knowledge.

1.1 Argument based on Planning

(Smith 1995; pg.. 194). Outlines the keys to successful planning as including managers at different levels, each with a combination of numerical and judgmental methods. He views HR planning as a continuous activity capable of adapting to change, avoiding paralysis of the analysis, and concentrating planning efforts on a manageable set of issues.

1.1.1 Decentralizing the planning powers

To one degree or another, every level of management should be involved in planning. Some levels of management require professionals who can come up with concrete plans for the organization.(Thronburg, 2004 pg.. 98). HR department is as critical as the financial department in an organization. They have a well trained workforce that understands the key needs of the organization. The HR department engages in drawing quality plans and committing itself to its formulation and implementation. (Rubin, 2004, pg. 109) One recent trend that seems to hold much promise is to secure the input of online groups to help develop, implement, and adjust business plans as necessary.

1.1.2 Using both numerical and judgmental methods

(Plevel, 2004, pg. 22) HR planning is as much an art as a science. An effective planning process requires a thorough understanding of interrelated environmental and organization factors. These factors provide clues what HR needs the firm would require in the future, the HR resources it has at its disposal, and the constraints its workforce is facing. While numerical data can be useful, the numbers need to be carefully interpreted to make sense. There are situations in which numerical