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Human Resource Management: International Recruitment Presentation

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Organization Culture

Organization culture comprises of diverse attitudes, values, feelings, practices, behaviours, norms, ideas and believes. Culture is a system constituted of shared meaning amongst members of a particular entity that differentiates it from other entities (Alvesson, 2002, p.2).

Organization Culture Depends on:

  • Employees’ recruitment procedures.
  • Diversity of human resources.
  • Management practices of incorporating cultural differences in organizations.
Organization Culture

Hypothesized Cultural Dimensions

  1. Surface level – Depicted by organization’s physical environment, language, products and adopted symbols.
  2. Espoused values – Depicted by leadership commitment to goals and strategies.
  3. Basic assumptions – Entails development of common believes.

Basic assumptions indicate that every employee contribute towards organization growth, hence development of organization culture (Abu-Jarad, Yusof & Nikbin, 2010, p. 10).

Note: Cultural dimensions depend on the host country.

Hypothesized Cultural Dimensions Hofstede's Study on Five Cultural Dimensions among Countries

International Recruitment

  1. Ethnocentric Approach – recruiting from parent country of the international firm to work in a foreign countries. Involves self-selection, development from a pool of candidates, assessment of candidates’ technical skills and mutual decision-making.
  2. Polycentric Approach – Recruiting only from the host country (assists organization in reducing international cost of operations).
  3. Geocentric Approach – Recruiting for the firm’s international operations internally.

International Success = International Recruitment/Selection Strategies (Scullion, 2006)

International Recruitment 

International Aspects Considered during International Recruitment

  1. Global competitiveness of potential job candidates.
  2. knowledge and understanding of the global market.
  3. Candidate’s availability and skills on the global market.
  4. Diversity of international labour market.
  5. Compliance with regulations – Local government’s restrictions/requirements such as immigration rules, work-visa requirements and evidence for need to recruit locally (Stevens, 2004).
  6. Work-life balance – Job sharing, flexible working hours, compressed working hours, and working remotely (Clutterbuck, 2003).
  7. Compensation – Remuneration packages (Kandula, 2007).
  8. HR policies and practices for a sustainable working environment (Duxbury & Higgins, 2005, p. 113).
  9. Flexibility – Working remotely and video conferencing to increases effectiveness in time management (Richenda, 2006, p. 67).
  10. Annual leaves, work-offs, career breaks, job sharing and handover arrangements (Clutterbuck, 2003).
  11. Stakeholders’ requirements (Shields, 2003).
  12. Company Values – To enhance continuous improvement, competitiveness (Cohen, 2006).
International Aspects Considered during International Recruitment International Aspects Considered during International Recruitment

Training and Development

  1. Pre-move training – Familiarization with dynamics of the host country such as culture, customers, and languages, for better and quicker adjustment (Pravin, 2008).
  2. Continual training – To improve knowledge/skills and address work-related stress to increase level of productivity (Majunder, 2012).
  3. Repatriation training– To refresh employee regarding workplace and practices of their home country.
Training and Development

Reference List

Abu-Jarad, I., Yusof, N., & Nikbin, D. (2010). A review paper on organizational culture and organizational performance. International Journal of Business and Social Science, 1(3), 26-46.

Alvesson, M. (2002). Understanding organizational culture. London, UK: Sage.

Clutterbuck, D. (2003). Managing work-life balance: a guide for HR in achieving organizational and individual change. London, UK: Chattered Institute of Personnel and Development.

Cohen, D. (2006). Inside the box: leading with corporate values to drive sustained business success. Mississauga, Ontario: John Wiley and Sons.

Duxbury, L., & Higgins, C. (2005). Work-Life Balancing in the New Millennium. Where are we? Where we are going? Ottawa, Canada: Canadian Policy Research Networks.

Kandula, S. (2007). Human resource management in practice: with 300 models, techniques and tools. New Delhi, India: Prentice-Hall.

Majunder, T. (2012). Human resource management practice and employee satisfaction. International Review of Management and Marketing, 2(1), 52-58.

Pravin, D. (2008). Human resource management. New Delhi, India: Pearson Education.

Richenda, G. (2006). The myth of work-life balance: the challenge of our time for men, Women and societies. Chichester, NH: John Wiley & Sons.

Scullion, H. (2006). Global staffing. New York, NY: Routledge.

Shields, F. (2003). Performance and rewards management: an introduction. Cambridge, UK: Cambridge University Press.

Stevens, J. (2004). The second work-life balance study: results from the employer’s Survey. London, UK: Department of Trade and Industry.

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