Critical Evaluation of the Three Approaches to International Human Essay

Critical Evaluation of the Three Approaches to International Human Resource Management - Essay Example This research will begin with the statement that businesses are no more restricted by boundaries. Most of the large companies of the world have been witnessed to carry out an important part of their business functions presently outside the boundaries of their respective countries of source. There are various organisations attempting to make their presence powerful and prominent in other countries, especially overseas. The success or the failure of such organisations largely depends on their human resources and their management. Human resources are considered to be an integral and crucial part of an organisation. The success of an organisation depends on the management of its resources related to production but it is greatly reliant on the way it manages its workforce or human resources. Proper management of the human resources would facilitate in triggering and delivering the actions desired by the organisation. These desired actions contribute significantly towards the success of th e organizations. Cross-cultural approach refers to the assessment or rather the evaluation of the behaviour related to the human resources in a particular organisation. The carrying out of businesses is progressively growing to be further global by expanding in various countries and so it has become an indispensable part to manage the human resources in this global perspective. It becomes quite necessary to manage and to control the human resources of the other countries and this is where International Human Resource Management comes into play.... It becomes quite necessary to manage and to control the human resources of the other countries and this is where International Human Resource Management comes into play (Schuler & et. al., 2002). Human Resource Management (HRM) and International Human Resource Management (IHRM) differ in two vital areas. HRM does not need to deal with the complications of functioning in various countries involving different cultures like IHRM. Secondly, HRM in the domestic context is engaged with workforce that falls under the national boundary whereas IHRM requires to handle and to manage the workforces of three national groups, that is firstly, the home country where the headquarter is situated, secondly the country where any subsidiary would be situated and thirdly the other countries which cater to the finance, labour or research as well development (Pattberg, 2006). It was stated by Taylor & et. al. (1996) that IHRM was treated as a structure of the Multinational Enterprises (MNEs) which compris es certain diverse behaviours, procedures and operations that are carried out with the intention of drawing, sustaining and building up of a workforce or rather human resources in the MNEs. Schuler and Tarique (2007) stated IHRM to be the effectual way of controlling and handling the human resources in the international markets. This is done for the MNEs in order to obtain a chief basis of competitive advantage along with attaining international success. It was suggested by Milliman & et. al. (1991) that IHRM needs to be put into practice with a professional approach of ‘flexible and fit’ in order to make certain of the suitable harmonisation and management among the companies and its respective