Introduction to

UNIT 1 INTRODUCTION TO International HRM

INTERNATIONAL HRM

Structure
1.1 Introduction to International Human Resource Management
1.2 Definition of Human Resource Management
1.3 Differences between Domestic Human Resource Management and
International Human Resource Management
1.4 Approaches to International Human Resource Management
1.5 Activities under International Human Resource Management
1.6 Understanding Culture
1.7 Culture and its impact on HRM Policies
1.8 Summary
1.9 Self- Assessment Questions
1.10 Further Readings/ References

1.1 INTRODUCTION TO INTERNATIONAL

HUMAN RESOURCE MANAGEMENT
Jack Welch, a notable former CEO of GE, is often quoted saying,
‘Organization must either globalize or die.’ When it comes to International
Human Resource Management (IHRM), there arises a lot of confusion about
what exactly it means and the difference from HRM. So, it is better to know
and understand the importance of basic IHRM terminology.
Multinational Corporation (MNC): Organization operating in multiple
countries other than their home country
Transnational Corporation (TNC): An organization that produces, trades,
funds, and operates worldwide.

Home Country/Parent Country: Central command of the parent company

where the MNC/TNC is based.

Host Country: A subsidiary/branch of the MNC/TNC is operated or located

Parent County Nationals / Home Country Nationals: Resident of the

MNC/TNC's home country/parent country
Host Country Nationals (HCNs): A national of the host country is an
employee of an affiliate/branch of an MCN/TCN who is a resident of the
country in which the affiliate/branch of the MNC/TNC is functional.
Third Country Nationals (TCNs): Employee of a multinational
corporation/multinational corporation or its subsidiary/branch and a citizen of
a country other than the home/host country of the multinational corporation.

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International
Human Resource 1.2 DEFINITION OF INTERNATIONAL HUMAN
Management : An
Overview
RESOURCE MANAGEMENT
International Human Resources Management is not a new conception; it is as
aged as the advent of globalization. Due to different cultural diversities, it is
not the same with the management. It is one of the reasons why it is so
significant, widespread, and complex with the ongoing globalization
movement. The fundamental objective of IHRM is to acquire the upper hand
or competitive advantage through recruiting and expanding the employee's
abilities, effectiveness, and efficiency. This is executed through a strategic
approach of sourcing, distributing, relegating, imparting training and
development, performance assessment, and rewards for the ideal utilization
of HR in a global climate. The end goal for any organization is customer
satisfaction and a market leader position while effectively utilizing its
resources. With the help of IHRM, organizations can create the scope for
themselves to attain the status of market leaders.

As per Subba Rao Pulapa (2007), “IHRM can perform HRM and its
connected activities and sort out for related and essential cultural and
migration facilities for future and current employees by the firm working in
domestic and overseas countries.”

In addition to the HRM functions and
expatriate functions. It also includes
resolution between domestic and
management at different levels, and
foreign employees.
activities, the IHRM only deals with
additional features such as dispute
foreign employees, cross-cultural
cooperation between domestic and

Mark Mendenhall (2000) attempted to create criteria for defining IHRM.

Here are the requirements:

• HRM activities address matters carried out cross-border or at locations

other than headquarters in the home country.
• IHRM addresses the linkages and synergies between the organization's
HRM activities and the foreign environment in which it operates.
• IHRM is allusive of HRM studies. In other words, there are differences
in how companies in different countries carry out HR activities.

IHRM carries out HRM and related activities and arranges the necessary
cultural and immigration facilities for organizations operating nationally and
internationally for potential and current employees.

1.3 DIFFERENCES BETWEEN DOMESTIC HRM

AND INTERNATIONAL HRM
Domestic and international companies are working on synergies, but there
are decisive differences between how the two companies operate. While,
Differences can be found in foreign exchange, quotas, tariffs, government
regulations, and significant cultural differences. Six fundamental aspects
distinguish IHRM from Domestic Human Resource Management (DHRM).
8
• Major nationalities of employees are involved Introduction to
International HRM
• Various functions performed
• Impact on the international environment
• More expansive and deeper relationships
• Contrasting approaches to domestic functions
• Tenacious difficulties of domestic human resource management
activities

Wider
Nationalites

Different Broader
approaches Relationship
for the and
functions Complexities

International
Human
Resource
Management

Variety of Influence of
International
Functions Environment

Enduring
Complexities
of HRM
activities

1. Wider Nationalities: IHRM deals with people of different nationalities,

which is entirely different from DHRM, where employees are primarily
from one race. Various cultures, values, racial and linguistic
interpretations, religious beliefs, and so on come with different
nationalities; it’s not the same with people of the same race.
Organizations can recruit people from other countries to work in another
country based on their business requirements. So MNCs operating
globally have a vast pool of talent to recruit from. Samsung, a South
Korean organization, catering to the market in the US, can hire a
marketing manager from the EU to fulfill its organizational objectives.

2. Broader Relations and Complexities: The information sought by the

organization is on border aspects of employees and their family
members. There is a contrasting difference while recruiting and selecting
employees of different nationalities. The elements can range from age,
health, educational qualification, driving skills, and criminal records of
employees and their family members since organizations are responsible
for arranging work permits, visas, and resident permits for them/ and
their family members. Due to differences in culture, employees and
family members are expected to get sensitized to the country’s culture
and traditions, so various workshops and community programs are
conducted to get them acquitted to the culture and traditions of the
country.
9
International Employees must put additional effort into understanding others’ cultures,
Human Resource
Management : An habits, behavior, language, body language, and verbal and non-verbal
Overview cues as they differ from what they’re familiar with. This leads to
understanding each other on wider and broader issues. While in many
countries, maintaining eye contact can be associated with the individual
paying attention to the conversation, in Japan, it can be considered an act
of aggression or rudeness.

3. Influence of International Environment: The international

environment significantly influences globalization. People are aware and
have become accepting of the differences that arise due to the culture and
tradition of people of different nationalities. The international
environment is complex, dynamic, vibrant, intertwined, and
interdependent. This is mainly due to globalization. With globalization
and advancement in technology, people are more connected to people
across different places across the globe. This awareness has sensitized
them and made them more accommodating to the diverse cultures and
traditions of people of different nationalities.
Social and cultural norms vary from country to country, and every
country has a different way of following those norms. An international
environment like economic, political, and technology widens the scope
of IHRM activities. This leads to using and implementing different
methods and practices of IHRM. While on the other hand, DHRM is
influenced by the domestic economic, political, and technological
environment, thus narrowing the scope of HRM activities. When the
Lehman Brothers declared bankruptcy, there was a reduction in liquidity
in the international market.
4. Enduring complexities of IHRM activities: IHRM mainly deals with
expatriates, i.e., nationals of their home country, host country, and third-
country citizens. The host country must follow specific rules and
regulations as these expatriates work in different countries. While on the
other hand, DHRM deals with only nationals of the same country. So
HRM activities are limited to domestic laws and regulations of the
country. Organizations recruiting foreign nationals follow different HRM
practices for their residents and expatriates. E.g., The pay structure is
different for the citizens and in the case of expatriates. This creates
friction between domestic and foreign employees due to the difference in
the pay gap. The performance appraisal parameters are also different for
nationals and expatriates. This might lead to a feeling of injustice among
the national employees.
5. Variety of functions: Many functions do not fall under the scope of
DHRM that need to be fulfilled by IHRM to fulfill the rules and
regulations laid down by the applicant country. Some of the functions
covered under this scope are:
a. Additional details of employees: MNCs ask for additional
information such as culture, ethnic origin, health status, and family
members to understand if the prospective candidate would be
suitable for the country they are recruiting for.
10
 b. Additional Recruitment Techniques: Various unique techniques, Introduction to
International HRM
such as the culture of the country, natural beauty of the country,
currency exchange value, exchange stability, repatriation percentage
comparison to home country, medical facilities, work-life balance,
etc., are used to attract and inspire the prospective candidate.
c. Checking of criminal records: Checking for past criminal or
terrorist records with foreign countries to understand if the
prospective candidate is no threat to the applicant country. This
process became necessary after the terrorist attack in the US, UK,
and Asian countries.
d. Online selection: The organization’s recruitment and selection
process are cost-effective. Face-to-face interviews can become cost
intensive in the case of international recruitment, so most
organizations follow up on the online recruitment and selection
process.
e. Employee Details: Information about the financial status, income
tax rates, social conditions, health conditions, and economic
conditions of the place of employment.
f. Immigration information: Financial status, health status, etc., to
the applicant’s country.
g. Fulfilling immigration formalities: Filing the details with the
immigration department of the county, applying such
straightforward visa formalities.
h. Logistic arrangement: Providing logistics like airport pickup, a
place to stay, airline tickets, etc., must be taken care of by the
organization.
i. Language workshop: Providing training for the local language if
the country is a non-native English speaker so that the candidate is
comfortable interacting with the country’s locals.
j. Special training: Providing special training to acquaint the
employee with the social and cultural norms of the country.
k. Transition facilities: Organizations have to provide a temporary
place of accommodation to the employees when they shift to the
new country till they can find a permanent place for their
accommodation.
6. Different approaches to domestic HRM functions: Domestic
organizations perform the following HRM functions
a. Recruitment, selection, induction, and placements.
b. Training and development
c. Salary administration and benefits
d. Retention management and maintenance

International Human Resource Managers perform the same functions, but the
scope of activities is widened from the point of host country nationals, home
11
International country nationals, and third-country nationals. They have an additional
Human Resource
Management : An remuneration function that needs to be attended to. Exchange rate
Overview neutralization, international market allowance, and tax adjustment are some
of the HRM activities.

Domestic Human Resource International Human Resource

Management Management
Deals with employees from one Agreements with employees from
country or a single race. different countries and multiple races
As it deals with people from a single As it deals with employees from
country, the employer doesn’t have different countries, the employer
to make much effort to understand must proactively understand the
the employee’s culture. employee’s culture.
DHRM only deals with a single IHRM has to deal with the internal
country’s internal environment environment of multiple countries
Only has to deal with nationals of Has to deal with people from
one country. different nationalities and expatriates
The scope of HRM activities is The range of HRM activities is
limited widened
The approach of HRM functions is The approach of HRM functions is
limited as it only involves activities widened as it involves activities
carried out in one country. carried out in multiple countries.

1.4 APPROACHES TO IHRM

There is a contrasting similarity in the stages of internationalization or
globalization. Douglas Wind and Perlmutter (1969) advocated four
approaches to international business.
• Ethnocentric Approach
• Polycentric Approach
• Regio-centric Approach
• Geocentric Approach

1. Ethnocentric Approach
Domestic companies formulate their strategies, product design, and
operations toward national markets, customers and competitors. In
excessive production, the company can choose to export to foreign
countries. The new foreign market is considered as an extension / new
region. This approach is suitable during the early days of
internationalization and for smaller companies.

12
 Introduction to
Managing International HRM
Director

Manager Manager Manager Human Manager

Manager R&D
Finance Productions Resources Marketing

Assitant
Manager North
India

Assistant
Manager South
India

Assitant
Manager Exprots

Figure 1 Organizational structure of Ethnocentric Organization

Advantage:
• Better coordination between host and parent country
• Effective control by the head branch over all the subsidies in different
parts of the world.
• Facilitates efficient transfer of technical knowledge
• Parent company can watch over activities of all the subsidiaries
• Avoids the need for having a well-developed labor market at the
international level
• Promotes effective communication between parent and host country
• Easy transfer of parent company culture to the subsidiaries.

Disadvantages:
• Difficult to train or guide employees of the subsidiaries at a different
place from the parent country
• Employees from the parent country might find difficulty in adjusting to
the culture of the host country
• Cultural clashes amongst employees from the parent country and host
country
• Government in host countries can impose strict restrictions on
subsidiaries severely affecting their business
• Opportunities to hire the best talent from the host country are missed
• Expatriates of the parent country are more expensive in comparison to
the employee in the host country
• Rate of failure is high

13
International 2. Polycentric Approach
Human Resource
Management : An
Overview Domestic companies exporting to foreign countries know that foreign
markets need an altogether different approach.

Thus, a foreign subsidiary company is established to decentralize the

operations and delegate decision-making authorities to its management.
Organizations appoint key personnel from the home country, and the
host country’s people fill all other vacancies. All the product designs,
strategies, and policies are drafted by the subsidiary’s management based
on the host country’s environment and the preferences of local
customers. The polycentric approach focuses on the conditions of the
host country in policy formulation, strategy implementation, and
operations.

Managing
Director

CEO Foreign
Subsidiary

Manager Manager Manager Human Marketing

Manager R&D
FInance Production Resources Manager

Figure 2 Organization structure of Polycentric Organization

Advantages:
• Difficulty in the adjustment of expatriates from parent country is
eliminated
• Local hiring is comparatively less expensive
• Local staff morale is high
• Better productivity due to better knowledge of the local market
• Career opportunities for nationals of the host country increase
• Better government support
• Chances of success are high

Disadvantages:
• Lack of coordination between host and parent company
• Lack of effective communication between employees of host and parent
country due to the language barrier
• Difficult to exercise control over the subsidiary
• Lack of local market knowledge
• Conflict may arise due to different thinking processes between the
employees of the host and parent company

14
3. Regio-Centric Approach Introduction to
International HRM
After operating successfully in the foreign country, the company expands
the exporting operation to the neighboring countries of the host country.
The foreign subsidiary considers the regional environment for
formulating policies and strategies., Still, it exports more or less the same
product design to other countries in this region but with different
marketing strategies.

Managing
Director

CEO Subsidiary

Marketing
Country 1

Marketing
Country 2

Marketing
Country 3

Manager
Manager Manager Manager
Manager R&D Human
Finance Production Marketing
Resources

Figure 3 Organizational structure for Regio-Centric organization

Advantages:
• Cultural fit employees as they are recruited from the same region as that
of the host country
• Less cost is incurred when hiring the nationals of the host country
• Employees work well in all the neighboring countries within the
geographic region
• The nationals of the host country can better influence the decision of the
managers at headquarters concerning the entire region

Disadvantages:
• Communication gap due to employees not understanding the viewpoint
of the employees of the parent company
• Communication barrier due to language
• Employees from the different regions may lack international experience
• Might create confusion between regional and global objectives

4. Geocentric Approach
The entire world is treated as one single country for the company.
Employees are selected from the whole globe and operate with several
15
International subsidiaries. Headquarters coordinate the activities of the subsidiaries.
Human Resource
Management : An Each subsidiary functions as an independent and autonomous company,
Overview formulating its policies, strategies, and product designs. Subsidiaries
must select the entry mode into foreign countries to engage in
international business. Factors such as the size of the company,
environmental factors influence the attractiveness of a foreign market,
potential costs and benefits, and market risk factors.

Different modes of entry into foreign markets include

• Direct Exporting
• Indirect Exporting
• Licensing arrangements with foreign companies
• Franchising arrangements with foreign companies
• Contract Manufacturing
• Management contracts
• Turn Key projects
• Direct investments
• Joint venture
• Mergers and acquisitions
Managing
Director

Human
Operation Finance Marketing
Resources

Region 1 Region 2 Region 3

Country 1

Country 2

Country 3

Human
Operation Finance Marketing Resources

Figure 4 Organizational structure of a geocentric organization

Advantages:
• Help in developing a pool of talents with international experiences and
contact across borders
• Employee expertise can be used for achieving organizational objectives
• Reduction in resentment
• Shared learning as employees learn based on experiences of others

16
Disadvantages: Introduction to
International HRM
• Cost of training, compensation, and relocation of employees is too high
• Highly centralized control of staffing is required
• Proper scrutiny by HR during recruitment, making it a time-consuming
process
• Approach is costly since recruitment agencies or consultants are required
to hire for the global search for eligible candidates.

1.5 ACTIVITIES UNDER IHRM

IHRM performs the same activities that DHRM performs, but the scope of
these activities is broad due to the global context. IHR Managers perform the
following actions:

• HR Planning: HR planning is complex and challenging internationally

because of its global context. HR Planning is not confined to one country
regarding an international organization. The planning extends beyond
one country and collaborates with other units and subsidiaries in other
countries where the MNCs are already operating or planning to expand
their operation. Also, it isn’t easy to maintain consistency, as every
country has different socio-cultural regulations for the organizational
processes. The host country’s culture also influences it as it differs from
country to country. Different perceptions are also responsible for directly
impacting the HR planning process.
• International Recruitment and selection policy: A proper recruitment
and selection policy aim to recruit the right kind of employee for the
organization at the right time. It’s the second stage after HR planning.
The recruitment and selection process starts after the organization plans
to hire new people in the existing or new positions. IHR Managers hire
candidates not only based on the required skillset for the job but also on
the ability to adopt a different culture. HR Managers can employ from
the parent country, host country, or a third country, depending upon the
organizational requirement.
• Training and Development: After the recruitment and selection process
is over and finding a suitable candidate for the role, the organization
trains and develops their employee. In the context of IHRM, it varies
significantly. It involves providing training and development to ex-pats
going to the host country. So pre-departure training is conducted to
familiarize the expatriate with the host country’s environment. It
involves cultural training, local language training, and practical training.
• Expat Remuneration: IHR managers must pay attention when
designing expatriate remuneration packages. The managers have to
consider the cost of living, tax structure, and rules and regulations of the
host country. Remuneration packages are different when it comes to
IHRM and DHRM
• Performance Appraisal of Expatriates: Performance Appraisal can
play a significant role in keeping the expatriates motivated for better
17
International performance. Performance appraisals are to be conducted because the
Human Resource
Management : An employee works in different countries, so the domestic performance
Overview parameters cannot be applicable. Performance appraisal is a complex
task as there is the active involvement of the home country supervisor
and host country supervisor.
• Repatriation: The process of returning expatriates from the host country
to their home country. Re-entry into the home country can be a complex
process. Returning expatriates can go through re-entry and reverse
cultural shock after spending much time on international assignments.

1.6 UNDERSTANDING CULTURE

Multinational companies face many problems while conducting their
business in different countries due to the cultural differences that arise while
operating in a foreign country. Even though cultural variables play a vital
role in determining Human Resource policies, their effectiveness also
depends on the managers. It is the role of the HR manager to successfully
implement a strategy to maximize the output of the employees. HR policies
play a pivotal role in maximizing employee output. Globalization has led to
conducting business overseas and requires proper management between the
home country, the host country, and a third country. But managers have to
consider the culture present and how it differs from country to country.
Culture and associated theories will be discussed in the subsequent chapters.

Culture: Coverage and determinants

People learn from the environment through social, technological, economic,
political, international, and natural environments. Thus, culture is learned
from environment and interaction in the workplace, sharing and exchange
between two or more people, transferred from one generation to another,
individual adapting to the culture of other people or societies, and ascriptive
as it defines boundaries between groups. Chinese people eating insects in
their food is considered gross in the UK as it is not common to eat insects in
the UK, but acceptable in the Chinese culture.

Cultural Factors
Cultural factors influence culture formation leading to the formation of
behavior. The factors responsible are:

• Knowledge: Knowledge is gained from the influence of environmental

factors and interaction with the environment. Books, journals,
magazines, and newspapers are other ways to gain knowledge
• Beliefs: Is a cognitive representation of a relevant environment
• Value: An enduring belief that a specific mode of conduct or end state of
existence is personally or socially preferable to an opposite or converse
mode of conduct or end state of existence. Values are categorized in the
following hierarchy:
o Level 1: Reactive: People react only to basic physiological needs
o Level 2: Tribalistic: People are strongly influenced by tradition and
18
 dependent on others Introduction to
International HRM
o Level 3: Egocentrism: People are aggressive, selfish, and power
responsive
o Level 4: Conformity: These people can’t tolerate ambiguity and are
uncomfortable with people possessing values that are different from
others
o Level 5: Manipulative: These people prefer materialistic gains, seek
status and manipulate others.
o Level 6: Socio metric: These people prefer to go along with others
rather than differently from others
o Level 7: Existential: These people tolerate ambiguity and people
with different values than those they possess. To a greater extent,
they prefer flexible policies.
• Attitude: This is a learned predisposition to respond in a consistently
favorable or unfavorable manner. They evaluate statements and reflect
on how one feels about something. Components of attitude are:
o Cognitive: Is the opinion or self-belief
o Affective: Emotional or feeling segment
o Behavioural: Intention to behave in a certain way to someone or
something
• Behaviour: Knowledge leads to beliefs, values, and attitudes. Belief
influences values and values influence attitudes. These factors combine
form culture, leading to the cultural diversity of people.

1.7 CULTURE AND ITS IMPACT ON HRM

POLICIES
Culture has a significant impact on HRM policies and practices. It also plays
a vital role in the structure of the organization. Some of the cultural effects
are discussed below:

• Impact of culture on HRM policies and practices: As employees work

in different cultures, cultural differences arise. Employees are selected
based on their experience of working internationally, ability to speak
various languages, handle stress, experiences with diverse cultures, and
personalities. An ideal candidate is a person with managerial competence
and a willingness to get trained in other cultures and languages in the
organization's organization.
• Impact of Training: Training is provided to employees about the
cultural components of the business. The general purpose is to train
employees to get acquainted with the new culture while taking overseas
assignments. Employees are trained in language, culture, goal setting,
managing family, and stress. Cultural training is essential for the
organization’s success; if the managers are not aware, the product or
policy implemented can fail, causing enormous losses for the
organization.
19
International • Impact on compensation and rewards: Organizations prefer paying in
Human Resource
Management : An a standard method in the means of payment, no matter which country an
Overview employee works in. But sometimes, the strategy might fail due to the
cost of living being different in a different country. So, organizations pay
through a banding system to keep the salary band standardized
throughout the global organization.
• Impact on performance evaluation: There is always a debate about
who should rate the home country employees. Cultural differences make
the evaluation process ineffective as the host country managers might
harshly judge or place the home country employees.

• Impact on HR Priorities: Culture has an influential impact on HR

priorities. The priorities for IHR Managers might shift from employee
retention to leadership development. In a global environment, managers
are not concerned about employee retention; instead, they develop
leaders who can survive in a new culture and train their workforce to
operate effectively in a global environment.

Case Study: Asian Paints: Acquisition

Asian Paints acquired 51% of Berger, a Singapore-based company, in 2002.
The vice chairman & MD Dani was always clear that the company would be
choosy in its operations and not operate all the ten subsidiaries of Berger.
Four years after the acquisition, Asian Paints sold three subsidiaries in Malta,
the Philippines, and Myanmar. The motive was to be only present in the
emerging markets and in the markets that generate cash flows. Dani quoted,
‘Surrey cultural issues play an essential role in the acquisition. To handle it,
we spent time with the employees and worked as a team to trash out the
synergies such that the acquisition generated value.
Critical size helps you spread with the fixed cost, but one must also be
prepared to make a course correction on the way. As they exited their
ventures in Martius and Malta after operating for a while, they found that the
market’s growth and economy were stagnant. So the organization should be
prepared for such a decision, but the most important thing today is the speed
of integration, which was Dani’s firm opinion.
One essential learning through this acquisition realized the importance of
local knowledge. When it went out for overseas operations, market dynamics
were different altogether. They had to align their products and customer
offerings to cater to each individual in the market. Along with these, there
was another issue of localizationisation and development off a solid local
cadre. The local workforce understands the needs, operating environment,
and consumer preferences better. The biggest hurdle for Indian MNCs is
attracting and acquiring local talents in their overseas venture. As Indian
companies globalize, they must develop market share to stay afloat.
The integration process is followed by acquisition, but in today’s age, it is
also essential to know the speed of integration and share the best
organizational practices with different units. Along with technology and
intelligence, emotional integration is critical as one has to realize that even
20
though they are brands, they are also customers and their employees. Introduction to
International HRM
Asian Paints, in its international operations, cleared apprehension about
acquisition through various connect initiatives. Communication played a key
role, which was followed by practical actions. It implemented systems and
techniques to make the operations efficient like a world-class entity. ERP was
implemented across all its units to complete the transaction process more
robustly. Specialized people overflew wherever any team had any concern
areas. Recently it rolled out a mega operational efficiency initiative focussing
on issues like productivity, safety, environment, reducing factory level losses,
and planning and control systems, thus adding value to acquired operations.

1.8 SUMMARY
• The purpose of this unit has been to provide an overview of the field of
international HRM.
• International HRM differs from domestic HRM in many respects.
• The complexity involved in operating in different countries and
employing different national categories of employees is a key variable
differentiating domestic and international HR.
• The differences between IHRM and HRM mainly lay in more HR
activities; the need for a broader perspective; more involvement in
employees' personal lives; changes in emphasis as the workforce mix of
expatriates and locals varies; risk exposure; and broader external
influences.
• Also we discussed the need for an expanded view of the role of HRM in
an international operation.
• The forces which have an impact on IHRM are global competition;
growth in mergers, acquisitions and alliances; organisational
restructuring and advances in technology and telecommunication.
• The multinational management has to deal with the various forces
through flexibility, local responsiveness, knowledge sharing and transfer
of competence.

1.9 SELF-ASSESSMENT QUESTIONS

1. Define and name the characteristics of International Human Resource
Management?
2. What are the similarities and differences between domestic and
international human resource management?
3. What are the different approaches to International Human Resource
Management?
4. List the different activities that fall into International Human Resource
Management?
5. What are the cultural factors responsible for the behavior of humans?
21
International
Human Resource 1.10 FURTHER READING/ REFERENCES
Management : An
Overview
• Adler, N. (1997). International Dimension of Organization Behavior 3rd
edition. Cincinnati, OH: South-Western College Publishing.

• Harris, J. E., & Moran, R. T. (1979). Managing Cultural Differences.

Houston, Tx: Gulf Publishing.

• Phatak, A. (1997). International Management: Concept and Cases.

Cincinnati, OH: South-Western College Publishing.

• Downing, P. J., & Denice, W. E. (2010). International Human Resource

Management: Managing People in a multinational context. 4th Edition.

• Hill, C. W., Jain, & Arun, K. (2009). International Business. Tata

McGraw Hill.
• Rao, S. P. (2009). International Human Resources. International Human
Resources.
• Wind, Y., Douglas, S. P., & Perlmutter, H. V. (1973). Guidelines for
Developing International Marketing Strategies. Journal of Marketing,
14-23.

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