BUS 303 Week 5 Discussion 1, Global HRM

BUS 303 Week 5 Discussion 1, Global HRM How does the current landscape of global HRM impact HR planning? What are the HRM implications of Hofstede’s, Trompenaars’, and the GLOBE models’ cross-cultural dimensions? HRM process is continuously changing and developing due to politics, economics, social, demographic, legal, and technological trends that create opportunities and challenges in different HRM processes. Companies are now trying to avoid or cut down on outsourcing costs (Youssef, 2015). Craumer (2002) noted that globally organizations deem outsourcing as means for innovative ideas, means for change, and way to transform business and industry dynamic (Youssef, 2015). Global HRM impacts HR by building a strategic network of autonomous partners globally. It allows for knowledge to created, shared, and leveraged toward several beneficial ends which includes stronger forecasting of consumer needs, market trends, better management of resources, ethical transparency, and maintainable business models. U.S. employers today are apprehensive about sending employees and their families to other countries because of the many political chaoses going on in the world. Also, cultural differences have impacted global HRM. These challenges help HR to develop critical strategic organizational decisions like the following: where to operate, which modes of entry to select job analysis and design, whom to send on international assignments and how to prepare them, how to compensate employees for international assignments, and lastly managing global workforce from beyond national borders (Youssef, 2015). Hofstede’s analyzed cultures in five dimensions: power distance, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance, and long versus short-term orientation. Trompenaar’s found seven dimensions to understanding cultures: universalism versus particularism, analyzing versus integrating, individualism versus communitarianism, inner-directed versus outer-directed, time as sequence versus time as synchronization, achieved status versus ascribed status, and equality versus hierarchy. Globe models pertain to nine dimensions: performance orientation, institutional collectivism, in-group collectivism, future direction, humane orientation, assertiveness, gender egalitarianism, uncertainty avoidance, and power distance. These are all are sound principles for companies to implement and use when working in other countries or with people from overseas, first research their culture and then see if people use them. References Youssef-Morgan, C. (2015). Human resource management (2nd ed.). San Diego, CA: Bridgepoint Education, Inc. Gurchiek, K. (2016). Developing a global mindset is critical to organizational success (Links to an external site.)Links to an external site.. Society for Human Resource Management. Retrieved from Wiklie, D. (2015). Globalization presents complex challenges for HR managers (Links to an external site.)Links to an external site.. Society for Human Resource Management. Retrieved from Youssef-Morgan, C. (2015). Human resource management (2nd ed.). San Diego, CA: Bridgepoint Education, Inc.