Introduction
Human management is a strategy involving the management of employees based in an organization. Thus, international human resource management entails recruiting, developing and managing employees in international organizations (Brewster et al., 2016). Cultural context and framework entail the cultural surroundings where relevant human resource practices are implemented based on selected models of contrasting different cultures. Institutional frameworks and contexts in human resource management involve legal, economic and political systems in which an organization function. Universal and contextual human resource management is a principle assuming that various human resource practices can be implemented by all organizations equally regardless of the cultural background in which the organization operates. Therefore, cultural settings and frameworks are integral in developing international organizations with human resource management appreciating cultural diversity in hiring and developing employees. This paper aims to critically evaluate international human resource management, giving examples from Germany, Japan and China.
Concept of Universal and Conceptual HRM
The principle of Universal and contextual human resource management plays a crucial role in determining how international organizations manage human resources from international origin. The concept of universal and contextual human resource management proposes that the best human resource practices can be applied in organizations in different countries (Kuzminov, Sorokin and Froumin, 2019). For instance, the human practices implemented in German organizations can be adapted in China and Japan regardless of the cultural differences. This method is highly significant in standardizing human resources across the globe alongside ensuring consistency in their operations (Anwar and Abdullah, 2021). This approach to human resource management acts against the view of the need for international human resource management to consider the cultural background of employees. Since this concept strives to enhance the international integration of human resource functions, talents, performance appraisals and best human resource practices are crucial rather than cultural aspects (Marginson, 2019). Conceptual human resource management campaign for the need to integrate human resource practices into local context based on their ability to perform well. Germany, China and Japan embrace conceptual framework of human resource through hiring workforce suitable to their culture of handwork and decision-making. Hiring employees using conceptual approach have high retention rate, job satisfaction and optimum performance.
Besides, combining universal and contextual approaches in international human resource management is determined by settings in international organizations, the cultural background of the organizations and human resource requirements that differ across countries (Edwards and Rees, 2017). Countries like China, which play a major role in the global economy, depend on international human resources to maintain their expansion. Thus, they recruit employees globally based on talents and their organization’s needs (Sabuhari et al., 2020). Germany being among the leading country globally in the manufacturing industry embrace universal human resource concept in workforce recruitment strategy. In doing this they base hiring and development of human resource on skills while acknowledging cultural diversity (Lenihan, McGuirk and Murphy, 2019). In addition, international organizations utilize the concept of universal human resource management to enhance the selection of workers based on their policies and requirements. Evaluating the impacts of universal human resources and contextual framework is crucial to in international human resource management. Organizations utilizing this concept emphasize on standardization and talents when recruiting employees from a global setting. This concept undermines the cultural sensitivity of employees, which may reduce their efficiency.
Cultural Contexts and Framework
Cultural context and framework entail the cultural surroundings where relevant human resource practices are implemented based on selected models of contrasting different cultures. International human resources embrace cultural context and frameworks in hiring and developing employees from the global workforce (Aust, Matthews and Muller-Camen, 2020). International human resource managers consider cultural background in addition to employee skills when recruiting for international organizations. In the case of Germany, China, and Japan, cultural factors such as norms, language and expectations are considered when recruiting. The common cultural framework used in international human resources is the Hofstede model. This framework is implemented adopted in Germany, Chinese and Japan companies (Amrutha and Geetha, 2020). This cultural framework is crucial in detecting and managing cultural diversity efficiently; though not globally implemented, it helps appreciate cultural diversity in international human resource management (Nguyen, Yandi and Mahaputra, 2020). These concepts further help international human resource manage multinational workforce in an era of diverse global workforce. Cultural contexts and contextual framework are crucial to countries operating global markets, such as China, Japan and Germany, which has their products expanded in global markets, hiring employees in those regions requires an understanding of culture.
In addition, cultural context and frameworks are crucial in shaping international human resource management. These concepts assist international organizations in hiring and managing employees from a global workforce based on diverse cultural settings. Integrating cultural diversity when recruiting a workforce is essential to understanding diversity between cultures, such as communication, styles, norms and behavioral values (Marginson, 2019).In China, the Confucian norms dictating employees to respect authority is crucial when hiring a workforce from diverse cultural backgrounds. Hiring employees from Japan companies considers aspects of teamwork in decision-making, such cultural practices influence international human resources. Cultural contexts and frameworks is the guiding concept influencing international human resource management in Germany, China and Japan (Nankervis et al., 2022). Organizations operating around German culture embrace Germans’ values of punctuality and expectation in the workplace. Cultural settings and frameworks are essential in international human resource management, enhancing improved decision-making regarding employee selection and development (Caligiuri et al., 2020). The cultural and context framework approach is significant in shaping international human resources as it helps manage a workforce from diverse backgrounds.
Institutional Contexts and Frameworks
Institutional contexts and frameworks are crucial in shaping international human resource management. This concept provides legal guidelines when recruiting human resources from the international labor market. Institutional contexts and frameworks help hiring agents understand regulations governing the hiring of employees in various countries (Edwards and Rees,2017). Institutional factors influence international human resource management strategies by providing employment practices such as recruitment and compensation after termination. Industrial relations and the political stability of a country determine the region where employees are recruited (Hamadamin and Atan, 2019). Japan, Germany and China’s institutional context and frameworks shape human resource practices. Institutional context and frameworks are crucial in enhancing international companies’ compliance with international labor laws (Marginson, 2019). Although international human resources emphasize on talents and skills when hiring a workforce, local values in Japan and China influence the hiring Germany of professionals in Germany. The concept allows efficient planning of human resources based on prevailing political conditions in the global market. Aspects of institutional context and frameworks are essential in managing workforce relations and bargaining with human resources (Nankervis et al., 2022). For this concept, contingency human resource framework is suitable, customized and flexible in managing human resource management. Contingency model assumes that there is no one best method of managing human resource and that the associated policies and practices should be tailored to the specific needs and features of each industry and organization.
China exhibits sophisticated regulatory and legal contexts that influence international human resources, especially in the context of employment contracts and labor and employee working situations. Japan organizations are guided by detailed laws in human resource management, including the working terms (Nankervis et al., 2022). There is a solid emphasis on labor laws and terms of work; this enhances job satisfaction and security among international recruits. Therefore, institutional context and frameworks play crucial roles in shaping human resource management strategies. International organizations are required to embrace institutional influences to efficiently recruit, develop and manage a workforce from diverse backgrounds (Brewster et al., 2016). Although institutional contexts and frameworks are significantly shaping human resource management in Japan, China, and Germany, there are limited rights to employ workforce from the international market. Rigidity in employment practices guided by institutional contextual frameworks undermines international human resources, especially in Japan and China. In addition, a strong emphasis on job security by international human resources in some countries like China may hinder creativity in organizations.
Impacts of Universal Approaches
Embracing universal or contextual approaches in international human resource management is crucial in promoting consistency in international human resource management. Facilitating consistency in human resource management promotes efficiency and cost reduction, thus, ease of implementation (Aust, Matthews and Muller-Camen, 2020). Universal approaches to human resources enhance global incorporation, leading to cost reduction in selecting and managing human resources. A universal approach to human resource management is integral in ensuring compliance with foreign employment standards (Úbeda-García et al., 2021) .However, universal approaches to human resource management may undermine cultural sensitivity in international organizations. In addition, the universal concept may limit local recruitment of skilled workforce. Organizations utilizing this concept emphasize on standardization and talents when recruiting employees from a global setting. This approach can be expensive in searching for a skilled workforce in the global market.
Conclusion
Human resource concepts play crucial roles in shaping the selection, development and recruitment of human resources to international organizations. Cultural context and frameworks determine the recruitment of employees in a diverse workforce. Institutional frameworks and context help human resource managers understand laws guiding the recruitment of the international workforce, including the terms of employment. The concept of universal and contextual human resource management proposes that the best human resource practices can be applied in organizations in different countries. Countries such as Germany, China and Japan embrace this approach in developing human resources from the international workforce. Cultural context and framework entail the cultural surroundings where relevant human resource practices are implemented based on selected models of contrasting different cultures. This cultural framework is crucial in detecting and managing cultural diversity efficiently; though not globally implemented, it helps appreciate cultural diversity in international human resource management. Institutional contexts and frameworks are crucial in shaping international human resource management, Industrial relations, and the political stability of a country determines the region where employees are recruited. Therefore, embracing universal or contextual approaches in international human resource management is crucial in promoting consistency in international human resource management. Countries like Japan, China and Germany embrace these human resource concepts in shaping international human resource management. From this discussion, international human resource management must take cultural and institutional factors into account. This helps appreciate cultural diversity in the recruitment process alongside understanding regulations governing the employment market.
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