Hman Resource Management: Evaluating Global Selection And Recruitment (Staffing) (Research Proposal Sample)

INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Research Proposal
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Evaluating global selection and recruitment (staffing) as an integral function of international human resource management
Abstract
This paper aims to investigate and analyse how International human resource management deals with the recruitment of employees. As the world continues to experience rapid globalisation, the function of staffing has become overly critical to enhancing competitive advantage. Besides, the global labour regulations affect the hiring process in the global economy, therefore, necessitating inclusivity of these regulations in the organisation's Human Resource policies.
This research paper will adopt a qualitative research strategy to try analysing and evaluating the appropriate approach for global recruitment and staffing. The study will use a descriptive research design enhanced by the analytical strategy to address the research objectives which are establishing the common global staffing approach, evaluate challenges and factors influencing global selection and recruitment. The paper will seek to collect data through administering a questionnaire to HRM department employees of several multinational companies. The information obtained will be analysed using IBM SPSS and Microsoft Excel for further insight.
The research program is proposed to run from April to August. During the process, the ethical issues such as confidentiality and consent will be observed to enhance the reliability and validity of the research process. Without a doubt, the research process is expected to encounter various challenges including time constraint, ethical issues, and complexity in assessing information.
Introduction
Globalization is taking momentum as more businesses seek to expand their territories to foreign countries in search of better markets, labour, technology, and raw materials. The result is increased dynamism in international business as markets are open for domestic and foreign competition. Due to highly paced globalisation, managing the global business spectrum is becoming overly complicated as organisations seek to find and or retain competitive advantage (Bagchi, Vimi & Sindhu, 2011,p.6). Therefore, the priority of the management of multinational firms is to discover and develop suitable and capable human resources to cope and excel in the highly competitive global market. Effective and efficient human resources are vital in implementing the comprehensive competitive strategy.
International human resource management (IHRM) implies the procurement, allocation, and utilisation of human resources in a multinational corporation. IHRM has the task of identifying and evaluating how Multinational corporations (MNCs) operate and manage the diverse workforce to enhance leveraging HR resources and competitive advantage (Sirisha, 2007). The global markets necessitate IHRM to prepare policies and practices which are flexible such that they will significantly agree in different countries. Globalization has made Human Resource for expanding into international markets more critical to managing their limited resources.
Different countries have varying policies regarding employment through various regulations. For instance, Government regulates federal minimum wages, and this might surpass organisations ability to employ both native and abroad employees. Besides, the government controls the licensing of workers through work permits (Williams, 2018). Some governments also legislate the minimum indigenous employees acceptable in a particular organisation. These, therefore, put the IHRM of any corporation in a vexing situation since they have to consider and evaluate all the external and internal factors that influence the hiring decision. Therefore, bearing the challenges faced by IHRM, it is of the essence to research on the dynamics of the International human resource management hiring process. This paper seeks to analyse and evaluate factors, regulations, and challenges considered in the hiring process, a crucial step to provide organisations with insights in drafting, conceptualising, and operationalising HR policies and practices and hiring decisions.
The expatriate topics is the primary focus of research on global staffing and international Human Resource Management. The scope of IHRM studies should be expanded to incorporate other areas which are of essence to MNCs. The strategic and operational aspects of MNCs are not only changing in the operational functions but also in global staffing. Researchers have started conducting researches in the field of global staffing as the area has grown considerably due to rapid transformation (Collins and Scullion, 2009). Besides, the scope of global staffing is changing from the early focus on top management attitude to staffing decision. It is evident that there exist gaps in global staffing function of IHRM. It is therefore imperative to conduct further research to explore the area to bridge the gap through better insight hence the need for this research paper.
Literature Review and Assessment
This chapter contains a review of empirical studies and relevant literature that expounds on how International Human Resource Management deals with the hiring of employees. The section critically highlights and discusses past studies pertinent to the research problem under investigation.
Human Resource Management can be described as the process within an organisation that focuses on the recruitment, management, and direction of employees within an organisation. For successful operations, HRM provides the necessary expertise including talent management, legal and management advice, training, and coaching (Heathfield, 2017). Besides, HRM promotes organisation culture by overseeing and facilitating team building, inspiring employee empowerment, and training and development. HRM has revolved; the focus is shifting to the strategic and comprehensive management of people which fosters workforce culture and environment as compared to traditional personnel, and transactional role. On the other hand, IHRM is managing HR at the international level. IHRM can be described as activities that facilitate management of organisation’s human resource at international level with an aim to achieve organizational strategic objectives and competitive advantage at a national and international level over competitors (Saleeth, 2010).
IHRM is concerned with the management of MNCs human resources, and it involves managing three types of employee. These employees are home country, the host country, and third/other countries. Home country /Parent Country Nationals (PNCs) are employees originating from the country where MNC headquarters are situated while host country employees are nationals where a company’s subsidiary is located. Lastly, third country employees are workers employed either in the subsidiary or headquarter of MNC but are not a citizen of either the host or home country (Trvikram, 2017).
An active and modern IHRM in an organisation is imperative, and management cannot underestimate its importance. The international human resource function is responsible for the recruitment process which involves attracting, hiring and retaining a skilled workforce. Gomes (2012) has highlighted the importance of the right mix of managers and employees which is the key to MNCs success of failure. The selection process for global staffing is based on linking staffing plans with the evolution of MNCs, staffing orientation, managing expatriates, and female expatriates (Gomes, 2012). Gomes continues to highlight the staffing approaches which are ethnocentric, polycentric, Re-geocentric, and geocentric. Ethnocentric staffing approach fills the high-level foreign position typically with expatriates from the parent country with the rationale that staff will effectively represent the headquarters interests. Such is appropriate for a stage approach which includes self-selection, candidate pool, technical skills assessments, and making a mutual decision (Whitehead, 2017).
Polycentric staffing approach assigns host country employees to the top position in headquarter and oversees local workers to other positions. Sometimes company limits recruitment to the host country, and this primarily vital in helping the native employees understand the local business environment such as market condition, political climate, culture and legal requirements (Garcia, 2017). Geocentric recruitment approach entails to recruiting the most suitable staff for a position regardless of their nationalities. This approach is suitable for globally established organisations which utilise the globally integrated business strategy. The general aim of recruitment policy is to select the right person, who aware of the nuances of the international business, at the right time. MNCs through the IHRM department must inculcate global knowledge and experience in their recruitment and selection process (Whitehead, 2017).
These approaches to staffing have different advantages and disadvantages. A polycentric strategy to staffing bars employee’s upward mobility hence this local approach is not satisfactory to ambitious career employees thus encompassing cross-national assignments
Global staffing plays a crucial role in determining the organisation’s innovativeness, learning, and corporate integration. According to Gammelgaard, Holm, and Pedersen (2004), MNCs are facing emerging strategic challenges as the global business environment continue to experience development and diffusion of innovation and organisational learning. The capability to identify innovations made within the organisation is increasingly becoming a critical factor in shaping the competitive position of MNCs, and this depend...