Student Notes For This Slide

Student notes for this slide:
See page 12 of Brewster et al (2016) for more info.
These are the three components which combine to make up the theoretical lens of IHRM.
International HRM
Examines the way in which international organisations manage their human resources across national
contexts. Generally current work looks at how organisations must change their HRM practices when it
“goes international”. Findings and developing people able to implement international strategy was seen
as critical for such firms, and considerable attention was given to managing expatriates.
This is important because we have a single org managing people with different cultural normal, different
institutional and legal contexts. You must know what is allowed and not allowed, what is taboo, and
what is the most cost-effective management practices.
For example, open and honest appraisal in US/EU contexts, but “loss of face” in Asia. This may depress
rather than improve productivity.
Cross-cultural:
Every nation and region has its own values, beliefs, and that these are reflected in how society operates,
the ways the economy operates and how people work and are managed at work.
Internationalisation of organisations means that differences between national contexts, values and
attitudes matter. While we must be careful of stereotypes, there is now a body of evidence suggesting
that different nationalities have different values and attitudes and these affect how people organise,
conduct and manage work.
As such, cultural awareness is a critical part of international HR manager’s briefing. Normal practices of
HR activities (recruitment, training, development, reward, and performance appraisal) may all be
affected by cultural values and practices.
This matters if MNC or TNC adopt a standardised (‘universal’) HRM policies, or have local standards
(‘Relativist’).
Comparative /institutional approaches to HRM
Comparative HRM (CHRM) explores the extent to which HRM differs between countries – or between
areas within a country, or across different global regions (e.g. pacific Asia, Southern Europe, etc).
Countries may have many language groups, be more or less economically developed, different
relationship between state and private capital, varieties of capitalism, different relationships between
trade unions, employers and government; have different education systems, employment laws, trade
unions, etc. This means there are quite different employment systems between countries.
What is included in the remit of HRM varies by country:
Cranet survey on HRM policy and practice:
Swedish = “Where are the environmental questions?”

Germans = “Where are questions about work councils?”
French = “Where are questions about the relationship with wider society and corporate responsibility?”
Japanese = “Some of these questions are too intrusive for HR to ask of the employees.”
Different countries see different aspects of HRM as important as the wellbeing of the organisation itself.
Understanding these differences using comparative methods is important for understanding how to best
manage people and organisation in the wider society in which they are a part.
3. International Human Resource Management approach
More practice-orientated – taking into account cultural norms and institutional contexts.
Focuses on how organisations must change their HRM functions when they “go international.”
“What do you feel you have done well or badly in your job over the last 3 months?”
International HRM
“goes international”. Findings and developing people able to implement international strategy was seen
as critical for such firms, and considerable attention was given to managing expatriates.
Student notes for this slide:
See page 12 of Brewster et al (2016) for more info.
These are the three components which combine to make up the theoretical lens of IHRM.
Cross-cultural:
Every nation and region has its own values, beliefs, and that these are reflected in how society operates,
the ways the economy operates and how people work and are managed at work.
Internationalisation of organisations means that differences between national contexts, values and
attitudes matter. While we must be careful of stereotypes, there is now a body of evidence suggesting
that different nationalities have different values and attitudes and these affect how people organise,
conduct and manage work.
As such, cultural awareness is a critical part of international HR manager’s briefing. Normal practices of
HR activities (recruitment, training, development, reward, and performance appraisal) may all be
affected by cultural values and practices.
Nghiên cứu ảnh hướng của văn hóa lên quản trị nhân sự .
This matters if MNC or TNC adopt a standardised (‘universal’) HRM policies, or have local standards
(‘Relativist’).
Comparative HRM
Comparative HRM (CHRM) explores the extent to which HRM differs between countries – or between
areas within a country, or across different global regions (e.g. pacific Asia, Southern Europe, etc).
Countries may have many language groups, be more or less economically developed, have different
education systems, employment laws, trade unions, etc. This means there are quite different
employment systems between countries.
CHRM was developed by the USA, but has been more of interest to European researchers
Nghiên cứu ảnh hướng của các thế chế chính trị, giáo dục, ảnh hướng đến quản trị nhân sự.
International HRM
“does international”. Findings and developing people able to implement international strategy was seen
as critical for such firms, and considerable attention was given to managing expatriots.
Nó Nghiên cứu trực tiếp những doanh nghiệp lớn đa quốc gia đang làm gì? Không nghiên cứu thể chế và
ảnh hưởng.

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Student Notes For This Slide

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Student notes for this slide:

See page 12 of Brewster et al (2016) for more info.

Comparative /institutional approaches to HRM

What is included in the remit of HRM varies by country:

Cranet survey on HRM policy and practice:

Swedish = “Where are the environmental questions?”

3. International Human Resource Management approach

Student notes for this slide:

See page 12 of Brewster et al (2016) for more info.

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