Major HR issues and International managers Essay

Major HR issues and International managers - Essay Example Thus, â€Å"globalization is mainly process driven by international trade and investment for the benefit of the investor as well as the host country, with particularly emphasis on the employees as well as employees on both sides† (Rothenberg 2002, p.1). While employing local employees in the host country as well as employees from the foreign countries or expatriate employees, organizations have to implement certain International Human Resource Management (IHRM) aspects to manage those employees optimally and effectively. This is where the role of international managers assumes importance. That is, the international managers by using IHRM concepts have to play a prominent role in the management of human resources or employees particularly foreign or expatriate employees. Human Resource Management (HRM) is concerned with the way in which organizations manage their people (Redman and Wilkinson 2001). So, this paper will discuss how the employee centric HRM aspects like appraisal and assessment techniques, rewarding system and importantly training has to be managed effectively by the International managers to enhance the manageability of the local employees working in an MNC under foreign management as well as the expatriate employees working in an MNC under foreign management, in total employees who are working under foreign or international management. Role of International Human Resources Management (IHRM) Organizations particularly MNCs, will not remain â€Å"static†. They will or have to break ‘boundaries’ both from geographical perspective as well as economical perspective to utilize the opportunities in the new markets or countries and emerge successful. Thus, internationalisation is a happening concept which is being used by many firms to expand their reach globally. â€Å"As the global economy expands, as more products and services compete on a global basis and as more and more firms operate outside their countries of origin, th e impact on various business functions becomes more pronounced† (Briscoe and Schuler 2004, p. 20). When the organizations enter new countries as part of their global expansion plans, they will recruit employees from the local population. They will do that as a feasible as well as a responsible thing. That is, feasible thing in the sense, as the MNC will be stationed in those host countries, recruiting from local places will be an easy process than bringing employees from their home country or other Third countries. (Scullion and Collings 2006). In addition, as they will be manufacturing and marketing product or service for the local population, local employees will be the best choice. Importantly, it is a responsible thing because through recruitment of local employees, MNCs will try to give a share of their benefits. Although it is an unwritten rule, organizations are duty bound to recruit the local employees. Apart from fulfilling their responsibility, this recruitment of lo cal employees importantly will provide the MNCs with cheap and surplus labour. Thus, with the recruitment of local employees being a key component of MNC’s operations, the recruited employees have to be managed optimally by the International managers on the basis of effective HR policies or IHRM policies. After the