1. I consider that domestic human resources management should be given the same significance as global human resources management in view of the fact that if human resources professionals are not able to properly manage its business issues locally, they would not be able to succeed abroad. "The process of managing international assignments includes several methods such as researching and developing culture, implementing strategies, and evaluating results." (Mello, 2006) Therefore, global human resources management possesses the following characteristics that makes it different from domestic human resources management like having to deal with the whole process of being established abroad which of course is not the same as working locally; proper coordination of foreign currencies as well as exchange rates that must practically be updated on a daily basis; more engagement in the employee's personal life, like health and safety of the employee and family, legal issues, terrorism, human and financial mistake costs amongst others. The same protocol applies to "taxation issues classification, compensation plans, and close relationship with the employee's families." (Mello, 2006, p. 611) In other words, if global human resources management is not accurately monitored or even established, this can cause tension and anxiety in the employee and can severely weaken productivity and the assignment can be result in a fiasco.
3. Organizations that send their workers abroad for diverse assignments need to be able to suitably handle and supervise a process that includes approaches such administrative that will aid them with paperwork related to employee safety; a tactical approach that will help in managing the process of peril and malfunction; and an strategic approach to simply manage employee's international assignments. As Mello (2006) mentions, "by strategically managing the above-mentioned approaches, would simply mean to adding extensive selections items, ongoing and integrating training, a specific performance management systems, destination services, and strategic repatriation programs at the end of the assignment." (p. 615) In other words, global human resources practices utilizes a model composed of four levels of standardization called ethnocentric, polycentric, regiocentric and geocentric approaches. First, the ethnocentric approach basically entails the exporting of the organization's home country practices and policies to foreign locations, which can result extremely beneficial in allowing consistency, integration and effectiveness. Second, the polycentric method that allocates each individual location to simply extend and accomplish its own practices and policies to act in accordance with the culture and workforce of that host country. Third, the regiocentric technique simply entails the founding and parallel-administered regional subsidiaries within a certain geographic region. Finally, the geocentric system considers the international workforce in all the areas it operates as well as the numerous local cultures in which it attempts to develop its laws. (Mello, 2006, p. 618-619)
5.Unfortunately, repatriation is considered by many "as one of the most neglected areas in global human resource management; yet, it is the one that has the greatest impact on the return on investment made in employees sent abroad." (Mello, 2006, p.619) Several organizations have reported problems with retaining employees who are returning to the home company and country from international assignments and these include poor execution of the process by human resources departments and failure to satisfactorily incorporate employees into the company upon their repatriation to the home country." (GBKD, 2005) Therefore, I believe that the goal of the organization should be focused on securing an acceptable return on investment while implementing the company's global strategy, since this tends to increase if the company can retain the employees and utilize the experience and knowledge they have gained. Additionally, and as GBKD (2005) mentions, I consider that employers will be successful with the repatriation process of their workers by "concentrating on knowledge creation and global leadership development, assigning overseas posts to people whose technical skills are matched or exceeded by their cross cultural skills and, and ending the expatriate assignment with a deliberate repatriation process."
Goliath Business Knowledge on Demand (GBKD). (2005). Strategies for successful repatriation. Journal of International Business Research. Retrieved on September 5, 2009 from http://goliath.ecnext.com/coms2/gi_0198-415979/Strategies-for-successful-repatriation.html
Mello, J. (2006). Strategic Human Resource Management. (2nd e.d.). South-Western. Cengage Learning. Westford, MA.
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