The Goals And Objectives Of International Human Resource Management

Human Resource Management (HRM) can be demarcate as how people in any organisation are managed in most of the aspect that includes resourcing, learning and development, performance and reward management, human capital management, knowledge management, organisational development, employee relation and also strategic management for individual and entire organisation. (Armstrong and Taylor 2014). According to (Lengnick-Hall, Lengnick-Hall et al. 2009) HRM includes micro HRM (MHRM) that covers HR policy and practices, strategic HRM (SHRM) that focus on HR strategies by business and companies goals and related to performance and impact and also international HRM (IHRM) explains the HRM in multinational organisation across various culture and

2009) SHRM theories rationalises the relationship between the goal and objective of HRM and the organisation goal and objective (Gilani, Zadeh et al. 2012) Besides, there is an indication that HRM practices has a strong significant affects towards organizational performance (Huselid 1995, Boselie, Dietz et al. 2005, Combs, Liu et al. 2006)The aims and objectives of this essays is to build on previous theory and research on SHRM and to identify the significant between the successful performance of local organisation; Public Service Department that includes organisation goals and strategy, HRM, performance and productivity (Buller and McEvoy 2012, Gilani, Zadeh et al. 2012).

1. Literature Review

The past decade has seen the rapid development of strategic management and HR practices in most of the organisation which eventually followed by various strategic management model been presented that consequently organisation becomes more focus on the integration of strategic management planning with the HR practices as referred to SHRM been associated with business strategy, strategic planning process towards organisation’s competitive strategy

For instance, (Minbaeva, Pedersen et al. 2003) discussed on the capacity of the knowledge transfer and subsidiary absorptive component in multinational companies (MNCs) and outlined that knowledge based resource under the HR activities including training and development has a competitive advantages to promote the effectiveness of SHRM in MNCs. Besides, (Björkman and Lervik 2007) further explore that few factors may contributed to the effectiveness of SHRM in MNCs comprising implementation, internationalization and integration referred to as a social process between subsidiary and organisations control center. Apart from that,(Wei and Lau 2005) identified another three elements that lead for MNCs in China to adopt the SHRM consist of market orientation, HRM importance and HRM competency supported by the competent leadership and corporates personnel. Pertaining to that, (Wang, Bruning et al. 2007) discovered that there was less differences in executing HR activities among foreign, public and private owned enterprises despite the relationship between HR activities and organizations goals was strongest for private own enterprise followed by foreign invested enterprise and public listed. The contemporaneous findings seem to be consistent with other scholar which found out that corporate HR strategy is determined by the influenced of the national economics and