Research proposal: The influence of international human resource policies and cultural context on effective human resource management in a cross-cultural team.

Author: Iloka Benneth Chiemelie

Published: 15-October-2014

1.      Field of Research

Human resource management in cross-cultural teams

2.      Topic of Research Proposal

The influence of international human resource policies and cultural context on effective human resource management in a cross-cultural team.

3.      Background of research topic

Increased globalization and internationalization of firms now mean that it is inevitable for companies to abate international competition. This is because, it is no longer news for companies to be attacked by international firms in their own backdoors. Thus, the question is no longer whether or not to compete internationally, but how one could ensure effective competition in the international setting. One of such questions in its expanded view is how to ensure effective HRM management in a multi-cultural team.

Majority of such studies have focused on the influence of international human resource practices (such as the decision of an MNE to national it’s HRM, international it’s HRM, or glocalize it’s HRM) (Tayeb, 1998; Caligiuri & Stroh, 1995; Lengnick-Hall & Lengick-Hall, 1998) and cultural context (be it organizational or national culture) (Chew & Horwitz 2004; Napier & Vu 1998) on effective human resource management.

Additionally, it is not surprising to notice that such studies have come to the conclusion that the international HRM practice adopted by a company and local HRM cultures in the internationalized market does influence effective management of its HRM system in a foreign market. For instance, such studies noted that in countries where their HRM practices are influenced or shaped by national culture, the best international HRM policy would be to adopt a localized HRM system (Perry 1998; Zikmund 2000). Take Japan for instance, countries internationalizing into this country needs to understand that it is very hierarchical in nature, and its HRM is built on full loyalty and commitment to a given organization. Thus, laying off employees because they underperform is not welcomed in the Japanese system except in cases where the employees decides to axe themselves.

4.      Objective of Study

In summary, the objective of this research is to understand how international human resources policies of a given MNE and national culture influences effective HRM system in the organization in the context of its international market. Such an understanding will help to define the does and don’ts when it comes to international human resource management in cross-cultural teams.

5.      Methodology of study

This a secondary and qualitative research. In essence, the data to be used for this research will be gathered from primary database of past studies in line with the research topic. Additionally, case examples of companies will also be presented where necessary in order to demonstrate any view communicated in the research. The research will be divided into 4 chapters. The first chapter will focus on introduction of the purpose of the research. The secondary chapter will be a comprehensive literature review. The third chapter will present an analysis of relevant cases where applicable in the context of the literature review. The final chapter is a conclusive summary of findings made from the research.

6.      Work schedule

Since this research is based on compilation, exploration, and analysis of past studies, it will be completed within 1 week.

7        Equipment required

Necessary data required for this research will be gathered from UoL’s onln libarary.

8.      References

Caligiuri, P., & Stroh, L. (1995). Multinational Corporation Management Strategies and International Human Resource Practices: Bring IHRM to the Bottom Line. International Journal of Human Resource Management, 6, 494 - 507.

Chew, I., & Horwitz, F. (2004). Human resource management strategies in practice: Case study findings in multinational firms. Asia Pacific Journal of Human Resource, 42 (1), 123 - 145.

Lengnick-Hall, C., & Lengnick-Hall, M. (1998). Strategic human resource management: A review of the literature and a proposed typology. Academy of Management Review, 13 (3), 454-470.

Napier, N., & Vu, V. (1998). International human resource management in developing and Transitional Economy countries: A breed apart? Human Resource Management Review, 8 (1), 39 - 78.

Perry, C. (1998). Processes of a case study methodology for postgraduate research in marketing. European Journal of Marketing, 32 (9/10), 785 - 802.

Tayeb, M. (1998). Transfer of HRM practices across cultures: An American Company in Scotland. International Journal of Human Resource Management, 9 (2), 332-358.

Zikmund, W. (2000). Business Research Methods (6th edition). New York: Dryden Press.