Managing work force diversity
Factor affecting employee satisfaction in some selected countries
Management of human assets etc
Becouse of aging society:
Age management,
Diversity Management,
Disability Management
Managing international work force
Changing complexion of work force
Aspiration of highly qualified technical professionals
Impact of ethnocentric staffing policy of international business performance
Developing difficulty index for evaluating expatriate job performance
Issues in expatriate compensation
Determinants of successful implementation of cross-cultural training
Green orientation of expatriates
Green HRM practices of transnational companies
Application of HR analytics for managing expatriates and host country nationals
Work-Family Balance of expatriates
One of the world's most important global issues is contemporary obsolete management: https://www.management-issues.com/opinion/5192/contemporary-management-is-obsolete/. Fortunately, this problem now has a solution: the Scientific Systemic Management, that allows improving, global unifying and standardizing of all basic concepts used in organizational and managerial activities of human resources: https://www.amazon.com/Scientific-Systemic-Management-Fundamental-Educational/dp/1533231885 https://www.researchgate.net/profile/Constantin_Mihaescu2/publication/320387197_Management_Concepts_Unification_and_Standardization_Using_Universal_Law_of_Organization_Scientific_Systemic_Management/links/59e15a0c0f7e9b97fbe2bc26/Management-Concepts-Unification-and-Standardization-Using-Universal-Law-of-Organization-Scientific-Systemic-Management.pdf
I really appreciate everyone that has contributed to the discourse in question
Gestión del talento humano: la gestión de la diversidad en la globalización.
Prácticas de gestión del talento humano en la expatriacion y repatriación.
La gestión intergeneracional, y las TIC rumbo a la competitividad empresarial.
International Human Ressource Development : Metcalfe and Rees’s definition argue that IHRD is“processes that address the formulation and implementation of HRD systems, practices and policies at global, societal and organisational levels” (Metcalfe and Rees, 2005, p. 455).
However, there is evidence of multiple notions of IHRD proposed in the literature. Therefore, consistent with theoretical contributions by Anderson (2015), Garavan and Carbery (2012) and Wang and McLean (2007), we focus on four strands of IHRD conceptualisation that are relatively independent of one another: global HRD, national HRD, HRD in the context of internationalising organisations, and comparative/ cross-cultural HRD.
1. Global HRD
The notion of global HRD is relatively new to the literature (Garavan, McCarthy and Morley, 2016).It primordially underlines its legitimacy from the need to improve people development issues on a global scale. As a result, a global HRD perspective can be found in debates on global mobility, and global talent development. As long as, moving from the development of individual leaders to developing global teams.
2. National HRD
NHRD primarily interest on skill capability and human capacity building of countries, the development of national-level policies, and national and regional institutions that develop and implement HRD policy (Anderson, 2015). Correspondingly NHRD focal point on how countries utilise skills formation processes, human capability development initiatives and the role of labour market institutions, to enhance national human and social capital (Alagaraja and Wang, 2012; Stewart and Sambrook, 2012).
3. Internationalising organisations
Notably IHRD takes a significantly broader remit than IHRM: IHRM research has eminently focused on the MNC (De Cieri and Dowling, 2006) However IHRD focuses on nations, regions, communities and organisations that pursue a multiplicity of economic and social goals (Garavan, McCarthy and Morley, 2016).
4. Comparative/ cross-cultural HRD
Cross-cultural HRD is an essential component of IHRD, however Cross cultural management is considered to be a sub discipline of international management
(Aycan, 2005) focuses specifically on how and to what extent culture influences HRM practices vis à vis other institutional. Cross-cultural perspectives focus on the extent to which national cultural differences in terms of traditions, values and attitudes influence
HRD. Studies have, to date, remarkably preserved to utilise the Hofstede framework to investigate issues central to IHRD such as cross-cultural competencies, cross-cultural leadership and learning styles.
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Mentoring in Nigeria Academia. The issue is global having a negative pointer on poor funding for Human Capital Development.
Hello Taiye , Swami this side from India,As HRM has become very dynamic nowadays. This is very interesting question , I think following are some major trends which will affect the future of HRM.
1. Man Machine Collaboration
2.Pro Bono Consulting
3. Artificial Intelligence in HRM
4. Workforce Analytics
5. Happiness at Workplace
I hope it will help you , Thanks :)
There are several compelling issues.
1) The biggest is the problem of preparing expats to succeed, supporting them in the field, and developing a retention plan for them when they return. Very few organizations handle expats well.
2) Ethics issues exist virtually at all points. Firms rarely identify a universal ethical standard for doing business -- even when they know they should.
3) Selecting and developing host country managers is often found to be a major issue. . . along with treating these people fairly.
4) Providing quality HRM leadership support from the home country is often a problem. The needs of the satellite organization are rarely supported effectively.
The following is a paper on the topic that addresses many of these issues.
Katiyar, A., Thomas, K., and Caldwell, C. 2011. “Ethical Issues in International Human Resource Management.” Journal of Global Business Development, Vol. 3, No. 1, pp. 103-114.
CC
Taiye, I consider that the current world problems are related to: 1) Artificial intelligence in the management of people. 2) Global recruitment markets 3) Big data in business management and intelligence in human talent 4) Multicultural and multi-function work environment 5) New roles and new work environments
Lack of understanding on the local culture environment and ready to adopt the local environment.
A specific issue in North America right now is the renegotiation of NAFTA an its impact on the employees in Canada and the United States. Maybe some of the organization will be forced to move from Canada to the US and vise versa. In this regard, some employees might leave the organization due to the relocation of their work place.
In the area of IHRM , what needs most attention is the cultural assimilation to the expat visiting that country , as that is the major reason for expats tor return early if there is no formal training on it. Second most important thing is repatriation process. Usually when an expat returns home after a long time of 5 years, things have changed considerably in home organization. therefore training needs to imparted for adjustment.
There are many changes occurring rapidly that affect IHRM like
Change management,Leadership Development, HR effectiveness measurement,Organizational effectiveness, staffing:recruitment and availability of skilled local labor, succession planning, Learning and development and staffing retention.
I think I would suggest the global workforce shortage expected from 2020. It has been suggested that most advanced economies would face global skilled workforce shortage from 2020 and beyond. Their internal supply would not be able to make up the difference hence they would have to source for same from outside their country. This will open HRM from all continents to the same supply and demand. Those areas that do not develop proper value proposing will be at disadvantage. For example, most skilled workforce in Africa indicated they would migrate and if nothing is done to develop good value proposition they would leave and render Africa short of needed workforce.
The challenge is similar where gender is concerned. Governments and companies are creating accommodations such as day-care centers and flexible working hours for women, but taking advantage of a gender-diverse workforce requires an understanding of how to attract women into the workforce and providing rewards parity. In South Korea, only 60 percent of 25-64-year-old women are contributing to the workforce owing to social pressures, resulting in senior-level positions being exclusively filled by men. In response to this imbalance, Goldman Sachs is promoting underutilized female talent in South Korea.
In the area of IHRM in the recent time depends on the country, because there is one best way of doing things.There is best Fit and best Practice.Therefore,I think that Cross Cultural Management and Contingency theory will be the guide line.IHRM should be strategic to differentiate it from International Personnel management which is rigid.
Hello Taiye,
I would suggest that in the IHRM the very important challenges are the digitization of the Human Resources and the global talent war: the human capital management. They are just one of the issues linked to the globalization of the business.
Best,
Stela
I am currently undertaken a study on effects of gender marital status on work commitments and work values among academics .I hereby call for contributions and alignments for work well done. Veradezy1@Gmail. Come
Best regards
The major challenge that International HRM faces today is that of the cultural differences in the host country and the parent country. There is a constant pull and push towards each culture that the organisations have to consider while designing their practices and policies. With the advent of globalisation and free economy most of the developing nations are receiving the traffic of MNCs from across the world and these MNCs face the greatest challenge of implementing parent country HR practices into host country business environment. How successful these MNCs are in doing so?
It is difficult to define global problems in the field of human resources management because in individual countries these problems are different, determined by many domestic factors. To characterize this type of problem on a global basis, it is first necessary to define common determinants for particular types of countries grouped eg in the amount of income earned by citizens, analogous employee motivation instruments, management models used, similar work culture, similar situation on the labor market, similar macroeconomic situation, analogous economic situation and economic growth rate of domestic households. Therefore, one of such global problems in the field of human resources management may be eg to develop a set of indicators that will help identify countries with a similar situation in the labor market, applied management models, employee motivation tools, similar work culture, etc. The indicator model will be built and countries with similar saturation will be defined for conducting research in the field of human resources management, then you will be able to analyze the process of improving specific tools and models, including innovative, innovative concepts of human resource management adequate for eg highly innovative technology companies and startups if the compared countries are represented by knowledge-based economies, developing social market economies in which technology, innovation and new technological solutions are considered to be particularly important factors of production. I invite you to the discussion
Agreed with all besides them, tendency of employee to take job as training rather than chance to perform
Some of the interesting areas/current issues based on research at masters level especially in the African context include:
Cross culture management
Conflict management
Biased/prejudiced decision making
Talent development
Age diversity
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