International Human Resource Management Practices Research Articles

Advancing Corporate Social Responsibility: Development of a Measurement Scale Unveiling Organizational Citizenship Behaviors in Culturally Diverse Environments

Abstract Objective The modern concept of corporate social responsibility (CSR) is increasingly becoming integrated into the practices of organizations. One of the distinctive individual competencies in CSR is the ability to work in a multicultural environment. This study proposes a suitable empirical measurement tool that facilitates understanding organizational citizenship behaviors focused on cultural diversity (OCBCs). Methodology To validate the OCBC measure, 980 participants completed the questionnaire (n = 980). An exploratory factor analysis (EFA) was conducted on one part of the sample as a prerequisite to a confirmatory factor analysis (CFA) on the other part of the sample. Finding This tool enabled the identification of two main types of OCBCs: cultural initiative and cultural helping. These actions enhance organizational practices for integrating cultural diversity and promoting diverse cultural values. Value Added This study furthers the understanding of OCBCs and the role of individuals in culturally diverse contexts. This study contributes to international human resource management research and practice by developing an instrument for use in expatriate contexts or in those associated with organizational cultural diversity. It provides a deeper look at OCBs and contributes to the scientific literature on the role of human resources in promoting sustainable development in organizations. Recommendations The OCBCs measurement tool could assist human resource managers seeking to encourage and facilitate the performance of appropriate OCBCs in the workplace. This performance will allow OCBCs to facilitate informal learning.

International Training and Development

It is widely accepted that effective management of human resources will bring about increased organizational and employee performance. Based on this, the area of international human resource management (IHRM) has gained increased interest, especially with the continued growth of multinational corporations and globalization. Many IHRM practices and theories have been developed since the emergence of international business. The boundaries of IHRM are established within the concepts of MNC management across diverse cultural work practices as well as comparative international HRM among organisations. In this paper, I will reflect on these concepts as applicable in the practices of international training and development and performance management and compensation. My reflective essay will explore these topics with a key interest in expatriates who are affected greatly

Future of Work - Opportunities, Challenges and Implications for International, Comparative and Cross-National HRM

The rapidly evolving future of work, driven by technological advancements, globalization, and shifting societal dynamics, presents significant opportunities, challenges, and implications for Human Resource Management. Whilst few scholars have responded to this in the mainstream HRM, there is a drought of research on the implications of the future of work and its dynamics on international, comparative, and cross-national Human Resource Management (HRM) sub-field. Through a random review, examination, critical analysis, and synthesizing of articles on the Future of Work and International HRM, this paper explores these aspects and highlights key trends such as automation, artificial intelligence, remote work, and the gig economy as they tend to shape the future of work and subsequently the practice of International HRM. Findings reveal that organizations face complex HRM challenges in a globalized workforce, diverse cultural contexts, and emerging technologies. The immense opportunities lie in leveraging technology to enhance productivity, efficiency, and innovation. International HRM practices can benefit from global talent pools, promoting diversity and multiculturalism. Cross-national HRM strategies facilitate knowledge transfer, skill development, and cross-cultural collaboration. However, challenges arise from workforce displacement due to automation and AI, raising concerns about job security and inequality. HRM professionals must address reskilling and upskilling initiatives to ensure employees remain adaptable and competitive. Managing a geographically dispersed workforce requires effective communication, coordination, and cultural sensitivity. The implications for international, comparative, and cross-national HRM practices are significant. Agile and flexible approaches to talent acquisition, retention, and development are necessary. Strategies must be tailored to specific cultural contexts, considering legal, economic, and social factors. Ethical considerations, including data privacy, algorithmic bias, and employee well-being, become paramount. In conclusion, we have proposed that HRM professionals must stay updated, collaborate with diverse stakeholders, and embrace innovative practices to harness the future of work's full potential while mitigating its challenges. Proactive and forward-thinking approaches are essential for organizations and HRM practitioners to navigate this dynamic landscape successfully.

An Institutional Perspective on Strategic Alignment of International Human Resource Management in Multinational Enterprises

ABSTRACT Multinational enterprises (MNEs) seek global alignment of international human resource management (IHRM) systems and practices for efficiency and control. Previous studies have provided conflicting evidence regarding the best approach for HR implementation across countries. Disparate institutional contexts in host countries may make MNE strategic IHRM alignment problematic. Adopting an institutional perspective, we offer a conceptual model which addresses these obstacles through the provision of a process approach solution. We extend the general MNE model to emerging market multinationals (EMNEs), highlighting why EMNEs differ from traditional MNEs in seeking SIHRM alignment. Implications for practice and future research are discussed.

IHRM: A BLIBIOMETRIC ANALYSIS

The globalization of business has created a need for companies to develop effective international human resource management practices. IHRM is a critical area of research in the field of human resource management, as it encompasses issues related to the management of people in a global context. Given the complexity of managing human resources across national borders, it is important to understand the factors that influence IHRM practices and their impact on organizational outcomes. This research aims to investigate the interrelationships between IHRM and other related topics, such as global and domestic hiring practices. The data used consists of 100 articles indexed by Scopus for the period of 2018-2023. This research method employs bibliometric analysis using the VOSviewer software. The results of the analysis were visualized through co-authorship, co-occurrence, and co-citation, namely the most frequently identified article citations from the 10 highest citation groups. It shows that IHRM commitment is related to other issues such as cultural divergence, IHRM strategy, HRM practices convergence, expatriates, and global HR hiring. This review aims to serve as a reference for future research on IHRM strategy and other relevant variables.

Global employees and exogenous shocks: considering positive psychological capital as a personal resource in international human resource management

While positive psychological capital (PsyCap) is a significant antecedent of favorable work outcomes, it is unclear whether this is true for global employees during an exogenous shock. Applying conservation of resources theory, we found that, under conditions of crisis-induced role novelty, global employees leveraged PsyCap to follow a resource-gain route to job satisfaction, whereas their ability to mitigate resource loss was limited. We differentiate among global employees, finding that role novelty compensated for lower PsyCap in motivating job engagement for those with higher travel obligations. Our results stress the importance of PsyCap in international human resource management scholarship and practice.

Global migration: Implications for international business scholarship.

Migration is increasingly viewed as a high-priority policy issue among politicians, intergovernmental organizations, NGOs, and civil society throughout the world. Its implications for the private sector, for economic prosperity, and for the cross-border activities of firms are undeniable and likely to grow in importance. Yet, despite its relevance to International Business, treatment of migration in the mainstream International Business literature has been limited. In this contribution, we set out key aspects of migration that are germane to International Business. Specifically, we suggest recent migratory shifts are transforming important elements of the context in which multinational enterprises operate, with significant implications for their international human resource management practices, for firms' entry modes and market selection approaches, and for the manner in which international strategies are formulated and implemented. We offer a research agenda to motivate International Business scholars to study global migration in more depth and to reevaluate the generalizability of aspects of their theories in light of developments in global migration.

HRM Practices and Agendas for Equality in Global-South Contexts

Although macro-social influences on managerial and international HRM practices have been extensively reported in the literature, the alignments and contentions between these practices in post-colonial states are, however, poorly understood. This paper examines the HRM role and practices of traditional and Western-informed, non-traditional, elite managers in introducing and progressing universal HRM practices and agendas, under a Praetorian regime in post-colonial Pakistan. In-depth interviews were conducted with HRM professionals, union representatives, and managers working in the Pakistani public and private sectors and multinational organisations. Through the lens of Foucauldian discourse, analyses of the interviews revealed the coexistence of managerial global-HRM orientated elite and Praetorian post-colonial elite managers and how their HRM practices impacted employees’ experience of equality and inequality within their organisations. This intertextual `union` is predicated on the dynamics of hierarchical and heterarchical relations of power and resistance within the organisation, and the imbrication, or interleaving, of local history and culture, global culture, and influential HRM practices. Our findings suggest the need for greater consideration of social practices, including forms of subjectivity, meanings, and power relations, when managing human resources to achieve equality in organisations within post-colonial countries.

Concept Paper on The Efficacies and Twist of Human Resource Management future with the New Era of Coronavirus Pandemic (Covid-19) for Organisational and Institutional Action

The essence of this paper is eminent to advance the study of Human Resource Management (HRM) in the profound new directions that has been introduced due to the covid-19 pandemic. This particular review elaborates on the following such as: Challenges Caused by Covid-19 to HRM Principles and Practice, HRM Outlook within Continents in this Coronavirus Pandemic, How Information Technology can still grow HRM in new Practices, The Case of HRM Practice in Developing World with Covid-19, How Both National and International HRM Practice is portrayed with Covid-19, Moving Forward with HRM Practice and Covid-19, and Organisational and Institutional Challenges and Demands in HRM Policies and Law. The general conclusion with this new Human Resource Management is associated with massive application of technology that Human Resource Management practices in various organisational operations and ways of doing things in the traditional HRM way has changed. Many of the roles are been performed remotely using internet and relevant HRM laws, applications and policies to deliver in managing work and the people. This is eminent for HRM practitioners and professionals to further educate and train themselves in this covid-19 era to avert themselves with the new principles instituted by organisations and governments in the area of HRM of activities and people. In this review the HRM is been twisted and thereby its efficacies are challenged which is why this new study is important to the practitioners and professionals to adapt and/or adopt.

Global Migration: Implications for International Business Scholarship

Migration is increasingly viewed as a high-priority policy issue among politicians, intergovernmental organizations, NGOs and civil society throughout the world. Its implications for the private sector, for economic prosperity and for the cross-border activities of firms are undeniable and will remain a top priority for the foreseeable future. Yet despite its relevance to International Business (IB), migration has been subject to only limited discussion in the mainstream IB literature. In this contribution, we examine key aspects of migration germane to IB. In particular, we suggest that recent migratory shifts are transforming important elements of the context within which multinational enterprises (MNEs) operate with significant implications for the international human resource management practices of MNEs, for the way cross-border activities of firms are managed, and for the manner in which international strategies are formulated and implemented. We offer a research agenda to motivate IB scholars to study global migration in more depth and reevaluate the generalizability of aspects of their theories in light of developments in global migration.

Home sweet home: Creating a sense of place in globally mobile working lives

AbstractGlobalization has transformed spatial relations, increasing the demand for mobility. Literature tends to see the de‐emphasizing of national identity and the foregrounding of a cosmopolitan identity as central to an individual's ability to navigate this global landscape. For individuals who are constantly moving the question is how do globally mobile workers navigate the intersection of identity, meaningfulness and place? This interpretivist study explores this question through an analysis of 68 semi‐structured interviews with individuals engaged in different forms of global mobility, ranging from traditional expatriate assignments through to global commuting and business travel. Our findings highlight how a complex interplay between national and cosmopolitan identities influences the search for meaningfulness in the lives of these workers. Drawing on notions of meaning and place, we argue that employers should provide opportunities to access identity narratives though networking and other international human resource management (IHRM) practices that enable these workers to create a sense of meaningfulness in their lives. Thus, we offer a contribution to identity studies and the field of global mobility.

International HRM in the context of uncertainty and crisis: a systematic review of literature (2000–2018)

This study provides an overview of research on international HRM practices in the context of uncertainty and crisis. With a pool of 72 research articles drawn from 32 journals and published between the years 2000 and 2018, this paper aims to systematically review three distinct research streams within the uncertainty and crisis literature and their effects on international HRM. These three distinct research streams are 1) economic crisis, 2) natural disasters and 3) political uncertainty. In the context of constant economic crisis, we propose further research to explore and integrate high-performance HRM practices and talent management into socially responsible HRM practices. In a natural disaster context, we propose looking into emergency management frameworks within HRM. Finally, in a politically uncertain context, we propose that the development of expatriate assignments and their needs be further investigated. A key contribution of our research is its focus on context and responsiveness in an ever-changing business setting. The importance of boundary conditions and their effect on the implementation of HRM have been overlooked and understudied. A focus on these aspects will provide a nuanced and more realistic understanding of how international HRM unfolds. Relatedly, we consolidate existing research regarding international HRM practices in an uncertainty and crisis context, for our review found it to be scattered and fragmented among disciplines. By doing so, we review existing gaps in the literature and provide a detailed map for future research.

The development of HR support for alternative international assignments. From liminal position to institutional support for short-term assignments, international business travel and virtual assignments

PurposeThe purpose of this paper is to explain how and why HR practitioners perceive the need to develop international HRM practices to support short-term assignments, international business travel and virtual assignments for internationally operating organizations.Design/methodology/approachThe authors interviewed 29 HR practitioners from multinationals located in the Netherlands.FindingsAlternative international assignments seem not to belong to the traditional expatriate jobs, nor to regular domestic jobs and show a liminal character. However, over the last few years we have gradually seen a more mature classification of the Short-term Assignment, International Business Traveler and Virtual Assignment categories and more active use of these categories in policymaking by organizations; this reflects a transition of these three categories from a liminal position to a more institutionalized position.Research limitations/implicationsFor this research, only international HRM practitioners were interviewed. Future studies should include a broader group of stakeholders.Practical implicationsInternational HRM departments should take a more proactive role regarding alternative forms of international assignees. Furthermore, HR professionals may develop training and coaching and consider rewards and benefits that could provide allowances for specific working conditions that are part of international work.Originality/valueThis study is among the first to relate the framework of institutional logic and liminality to explain the why of HR support for alternative international assignees.

Ethnographic studies in international human resource management: Types and usefulness

This article provides a first conceptual discussion of the usefulness of ethnography for International Human Resource Management. In line with its original anthropological meaning, ethnography is understood as a multi-paradigmatic mindset involving five interrelated strands, all of which have the potential to contribute to International Human Resource Management studies. Structural-functionalist ethnography enables deep comparison and can thus contribute, for instance, to meeting the structural and institutional integration challenges of International Human Resource Management. Interpretive ethnography sheds light onto the hidden realities of International Human Resource Management and can thus help, for example, to acknowledge the diversity of employee and stakeholder experiences. Critical, postmodern, and postcolonial ethnography reveal the power-inequalities associated with diverse frameworks, practices, and work experiences in a global context. They can thus help overcome the inherent power-inequalities of International Human Resource Management and might utilize previously marginalized knowledge for the development of alternative International Human Resource Management strategies and practices. Yet, leveraging the full potential of ethnography for International Human Resource Management studies requires International Human Resource Management scholars not to borrow pre-selected ethnographic approaches, such as interpretive ethnography, from related disciplines, such as International Business and Cross-Cultural Management, because these might not fit the specific needs of International Human Resource Management. For facilitating this goal, this article provides a first multi-paradigmatic discussion of the development and principles of ethnography in anthropology, and its present and potential contributions to International Human Resource Management studies. It is not a guide of how to do ethnography, but a roadmap enabling future International Human Resource Management researchers to choose their ethnographic research strategy consciously, reflexively, and as their research interest demands for.

An empirical analysis of research paradigms within international human resource management: The need for more diversity

The goal of this article is to provide a fine-grained analysis of international human resource management research that addresses the different perspectives applied in that research. We coded 203 peer-reviewed international human resource management articles published between 2011 and 2018 with content analytical methods guided by the compass of management research developed by Sieben, which is rooted in critical management research. We were particularly attentive to the various discursive orientations international human resource management scholars have adopted, including ideologically critical, poststructuralist, functionalist and interpretive perspectives. We further examined which methods, theoretical perspectives and topics were common within and across different perspectives. This analysis indicated that critical research intending to politicize and question existing structures and ways of organizing is still marginal. Along with the dominance of functionalist and interpretive studies, papers in our dataset commonly use a strategic human resource perspective, are predominantly interested in the human resource management–performance link and focus rather narrowly on multinational corporations and expatriates. Furthermore, while international human resource management scholars increasingly account for the contextual embeddedness of organizations through macro-level theories, they mainly apply institutional perspectives that view organizations as adapting to institutional constraints. We propose a more diverse and reflexive approach – inspired by ideologically critical and poststructuralist perspectives – that may help to overcome these blind spots. Such an approach might, for instance, look at types of organizations other than multinational corporations and individuals other than highly skilled expatriates and might explicitly bring multiple, external stakeholders into the picture. We conclude by suggesting that international human resource management research and practice would benefit from more research diversity which enables more holistic analyses of phenomena, more innovative research and resultant insights, and more space for meta-theoretical reflections.

Research of conditions of implementation of international human resource management practice.

The article explores the conditions of implementation of the practice of international human resource management. The present economic conditions, characterized by time compression, vast expansion of territorial business boundaries, are analyzed. Knowledge embodied in human resources is key to the success of businesses. It has been proven that, although port performance is usually measured in time, security and price / quality, the key task for modern port managers is to optimize the combination and use of their production factors to serve the global supply chain. After all, the demand for seaports stems from the demand for goods and maritime trade. Throughout the modern history of shipping, ports have enabled corporations and consumers to sell and buy world goods to the extent, speed and volume that were previously considered unthinkable. Technology has made a huge contribution to the way we do business. Under these conditions, the need for human resources professionals to apply international human resource management techniques in their functional activities is widely recognized. This is important not only for those who work in giant international companies, but also for many small and medium-sized enterprises that interact with other companies in the world market. The human factor is becoming increasingly important in modern port management. Today's business needs rapid response and adaptation to ever-changing and unforeseen circumstances. It is emphasized that ports and other segments of the global market should: be more innovative in thinking; develop various productive monitoring and surveillance tools; to form creative decisions; - keep track of the leading contemporary trends that are affecting the business world.

International Journal of Human Resource Management (IJHRM) Special Issue on: International human resource management in contexts of high uncertainties

The aim of this special issue is to examine more closely of the implementations of international human resource management (IHRM) practices in the contexts of high uncertainties. It seeks Contexts ...

International Human Resource Management - Germany and China

In the age of globalization, most businesses are looking to expand by setting up businesses in different parts of the world. However, all organizations require strategic human resource management (HRM) to focus on the success of such organizations. Strategic international human resource management (IHRM) is nothing but an extension of HRM practices that can work globally for the organization (Nankervis, Compton & Baird 2002: 617). IHRM focuses on understanding the policies, culture, and practices that a multinational enterprise need to master to better manage their local and non-local employees in different countries where the organization has set up branches (Dowling, Schuler & Welch 1994). Since Excelsia International Hotel and Leisure Group are hoping to expand their business from the United States to European countries and non-European countries, they need to understand the IHRM practices in these countries for better management of their employees. Currently Excelsia management have no operational experience of working in other countries, hence they need to focus on understanding the hotel and leisure industry regulations, labour legislations, employment conditions and expectations prevalent in the European Union (EU) countries and non-EU countries. This business report suggests that Excelsia International Hotel and Leisure Group expand their business in Germany of Europe and China in Asia to begin operations in other countries. This report analyses the market conditions for staffing, employment regulations and employee culture in these two countries to explain the IHRM practices that Excelsia management should implement while expanding their operations in these countries. From the business report, it is evident that EU provides great avenues for expansion as the hotel and tourism market is growing. China too is a growing hub for hotel industry. However, the industry practices are not necessarily similar in both nations and Excelsia management must consider the IHRM practices described here to achieve success with expansion of their hotel business.

International Human Resource Management Practices in Automotive Industry in Pakistan: Implications for Economic Growth

The purpose of this article is to examine the drivers of global standardization and localization of International Human Resource Management (IHRM) practices internalized by Pakistan’s automotive industry leading to sustainable economic growth. The authors have studied the IHRM determinants influencing the automotive manufacturers, and have assessed its impact on sustainable economic growth. Analysis is developed on the antecedent IHRM theories and literature in the backdrop of Pakistan’s automotive industry. The study highlights the paramount aims of host-country IHRM practices viz global standardization and localization, its impact on host-country organization’s performance and resultant effect on sustainable economic growth. The article has focused, in subtle manner, on improving the explicit understanding on IHRM practices viz global standardization and localization drivers to achieve both growth for the industry and sustainable economic development of the country. The study is based on already generated literature thereby limiting the generalizability thereof, and provides a review of IHRM practices and outcomes in automobile sector in the growth context. The results have presented guidelines to researchers and practitioners doing research in human side in automotive industry providing impetus for growth, both at industry and country level.

International human resource management in the Arab Gulf States – an institutional perspective

This paper seeks to explore the increasingly dominant role of International Human Resource Management (IHRM) policies and practices of Multinational Enterprises (MNEs) operating in the emerging economies of the Arab Gulf States and, more specifically, in the United Arab Emirates (UAE). The existing literature on institutions suggest that MNEs are under influence and pressure to adopt HR practices that are viewed as being appropriate for the context and situation. However, distinctive institutions in the Arab Gulf States such as the UAE, and their impacts on MNEs’ people management have been largely overlooked in prior work. Hence, with a particular focus on institutional theory, this work explores the effects of home-country institutional factors on IHRM in foreign subsidiaries. Furthermore, the paper aims to examine how regulative, cognitive and normative institutional dimensions affect the IHRM choices of MNEs. In-depth interviews with 26 Human Resource (HR) managers located in the head offices of the participating MNEs were conducted, revealing that IHRM practices in this institutional setting are built upon fragile, dependent and uncertain conditions, and they are not grounded in the sort of deep and stable institutional foundations prevalent in most developed economies. As a result, we propose a more nuanced institutional framework that captures the peculiar aspects of the Arab Gulf States.