Managers in the HR Essay Example

for the firm. Another risk that MNCs face is the potential expropriation or seizure of their assets in foreign countries.

In summary, if HRM policies anger host country unions or significant political groups, the consequences for a multinational corporation (MNC) can range from expulsion from the country to seizure of assets or even government control. This type of risk is not typically faced by domestic HRM personnel. However, as the demographics in the United States change, domestic HRM is increasingly dealing with a multicultural workforce, which aligns it more with international HRM. Therefore, the current emphasis on managing workforce diversity in domestic HRM can benefit the practice of international HRM. While not directly transferable to a multinational framework, managing diversity within one country's perspective lays a foundation for understanding the challenges faced by MNCs. Overall, the role of HRM in organizations today can vary significantly, with HR departments collaborating with line staff in most cases.

HR managers in joint ventures face various internal and external organizational conditions that can either limit or empower their role. These conditions include resource accessibility, support from stakeholders in the Joint Venture and parent firms, access to strategic business information, legislated work force strategy or union stipulations, diversity, company size, and the level of involvement by expatriate versus local managers (Gupta and Govindarajan, 2001). The complexity of international operations requires HR managers to go beyond traditional HRM policy and techniques. They must take on a new and complex role that involves integrating people and values within the venture. This "process role" entails tasks such as incorporating former parent employees into the joint venture, managing changing roles for managers and employees, and developing

HR policies that respect the norms and values of employees from different national cultures.

The assimilation of values and processes is a crucial aspect in international joint ventures, not only between the joint venture and parent firms but also within the joint venture itself. These often overlooked features have significant implications for both employee satisfaction and corporate success. While technical HRM expertise is necessary, a process-oriented approach can enhance employees' energy, enthusiasm, and comprehension of organizational goals. Managers play a multifaceted role that requires personal, political, and technical skills to act proactively in collaboration with other stakeholders. For HRM staff to be effective in this complex role, they need early involvement, integrity with various stakeholders, the ability to establish new HR-related values and policies, and sufficient staff and financial resources.

Reference

1. Ball, D. A., Jr., McCulloch, W.H., Frantz,P.L,Geringer,M.,and Minor,M.S.

The text contains the following references:
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(2001), International Business, 8th edn, New York: McGraw-Hill Irwin.

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Bhagwati, J. (2004) In Defense of Globalization, Oxford/New York: Oxford University Press.

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(1999), Global Explorers: The Next Generation of Leaders, New York and London: Routledge.

A. (1989). HRM Considerations in the Planning of Joint Ventures. In the International Conference on Personnel/Human Resource Management Proceedings, Hong Kong, 351-360.

J., Welch, D. E., and Schuler, R. S. (1999), International Human Resource Management, 3rd edn, Cincinnati, OH: Southwestern College

Publishing.

The books "The Lexus and the Olive Tree: Understanding Globalization" by L. (1999) and "One World, Ready or Not: The Manic Logic of Global Capitalism" by Greider, W. (1997), both explore the topics of globalization and global capitalism. "The Lexus and the Olive Tree" was published in New York by Farrar Straus & Giroux, whereas "One World, Ready or Not" was published in New York by Simon & Schuster.