International Human Resource Management And Handling Culture Shock

Introduction to Culture Shock and IHRM Practices

Discuss about the International Human Resource Management for Ethnocentric.

This paper is highlighting the fact which explains the challenges come  in the culture shock. The paper is study of culture shock and that proves how this could be handed by the IHRM. The policies and the practices of the management g ive the shape to the solution of the issue and this is explained in the paper comprehensively. This paper is a detailed introduction of providing the right solution to the problem with the help of policies and the practices followed by IHRM. This paper also takes about the practices which are managed accordingly with the help of different HRM approaches.

According to Maginnis and Anderson, 2017, a culture shock for an individual in an organization might not be a good experience for an individual. This is because in culture shock an individual is transferred from one p lace to another and there he or she may face the issue of cultural change where many practices can be different like ritual and ceremonies. This is process is the part of the practice which is being f ollowed by the International Human Resource Management. This practice is now days an important part in the company which can in which the employee of the company is sent to the different country may be for longer period of time.  According to Fan, et. al., 2016, the culture shock is pra cticed in two ways. One is Expatriation and the other one is Repatriation. Expatriation is the process in which the employees are asked to join at th e location where the culture is new altogether. In repatriation employee is asked to make a change with the location whi ch is left before by the same employee. This is the reason that change in culture for employee may be a good experience for an individual or may not be a good experience.

Beyond on this if new culture can be learning experience for an individual. When a person tries to indulge with a new culture every step of doing it becomes an experience. Thought this is very tough to be the part of that culture instantly. This is something which is all depended on person to person. Some people get involved easily with new culture but some finds it difficult.

According to  According to Feng, et. al., 2018,this is because when the person comes to his or her own culture the expectation from that culture is same. But changes takes place every slowly and once the person finds the change it is bit hard to manage that. Apart from that the culture that the person has got from the new location affects the behaviour in location he or she belongs too. Therefor in expatriation also challenges are there. 

Types of Culture Shock and Approaches by IHRM

According to Goldstein et. al., 2015, international Human Resources Management Helps to manage the right practice to be implemented so that a person can find it easy to manage such situation, like culture shock. International Human Resource Management works a bit different from the domestic human resource. This happens because of the level responsibility worldwide. The Culture Shock is one of the challenge which is been faced by IHRM.

IHRM works on four kind of approach. One is Ethnocentric in which people from the management are asked to make a move to the foreign location. The other is Polycentric approach in which the location of the business is asked to take their practices and policies. Regiocentric approach is also followed in which region based practices are promoted so that employee can find it easy to manage. Geocentric Approach         followed in IHRM in which on practice is followed in all location globalized.

According to Kang and Shen, 2016, Training programmes are given to the employee who all are asked to move to the different locations. This is one of the practices of the IHRM which plays an important part towards helping the employee in managing the culture shock. According to Rodriguez et. al., 2017, in the training programmes they are informed about the culture which is followed in the other countries so that they can come to know in advance how to deal with the situations there. In this programme the performance management is also the practice which plays an important role for the IHRM as it helps to manage the facts and to understand the value of the job responsibilities. In the policies and th e practices of the IHRM people belong to higher management into recruiting and training programs. Not only this, screening, awarding also comes in policies and practices of IHRM.

IHRM makes sure that all the necessary aspects are fulfilled when it comes to manage the active participation of the employee who is moving to the new culture all together. The necessity of the employee is like housing, goods and service, salary, safety and health care. IHRM ensures the employee that all such values would be given to him/her effectively. This is something which is very important for an individual. An individual is already suffering with the culture shock and in case if such values would not be given to him that it can be an issue for the management. This is important to take care of such value for the employee so that he/she can adjust easily.

Employee Training Programs and Performance Management

According to Torbiörn, 2017, Succession planning is also done by IHRM. This is the practice in which this is important to ensure that the right people should be at right job. With the help of the succession many situations get controlled. Like for example once the owner of the Apple Steve Jobs got hospitalized repeatedly. In that situationcompany s tarted losing the shareholder’s belief in the company. This is because the condition of Steve Jobs was critical and anything bad haapened to him may lead the company to the loss. In that case the IHRM took a step of succession planning in which the identified the possible successor who can manage this situation on the behalf of the Steve Jobs till the time original authority takes the charge. According to Shen, et. al., 2018,They also develop the job which can legally take the place in order to make changes accordingly and effectively in case of the absence of original authority. This is not it, IHRM takes the proper review of the situation in order to cross check whether the situation is in control or not.

According to Michael  and Francis, 2018, IHRM takes the initiative in order to make the effective change in the management. Some situations are sudden and in such situation challenges like culture shock take the place in the management. These kinds of the situations are the challenge in the management because instant decision might cause some issue. In such situation preplanning of IHRM plays an important role. This is kn own as the forecasting which important for the management. This is because this helps to understand what can be the future requirement of the company which can lead the management to solution of the issues in case any issue comes. 

Conclusion

The paper concluded with the fact which explains the value of IHRM in the management. There are many situations in which challenges are there. Thi s is not just Culture Shock. In such situation it is important to make an effective move and it is hard to do so. Like in culture shock this is very hard to manage the mind-set which does not allow an individual to move one place to other. So this is important to make an effective move with the help effective policies of the management. 

References 

Fan, D., Xia, J., Zhang, M. M., Zhu, C. J., & Li, Z. (2016). The paths of managing international human resources of emerging market multinationals: Reconciling strategic goal and control means. Human Resource Management Review, 26(4), 298-310.

Feng, L., Barry, P., & Rees, C. (2014). Reassessi ng the practices of IHRM in Chinese MNCs in Africa: Standardization and adaptation. Retrieved from https://www.bradford.ac.uk/socialsciences/media/socialsciences/bcid/tanzaniaconference2014papers/Lujia-Feng-Paper-on-the-Conference-in-Bradford.pdf

Goldstein, S. B., & Keller, S. R. (2015). US college students’ lay theories of culture shock. International Journal of Intercultural Relations, 47, 187-194.

Kang, H., & Shen, J. (2016). International human resource management policies and practices. Management in South Korea Revisited, 42.

Maginnis, C., & Anderson, J. (2017). A discussion of nursing students’ experiences of culture shock during an international clinical placement and the clinical facilitators’ role. Contemporary nurse, 53(3), 348-354.

Michael, M., & Francis, R. (2018). A S tudy on International Human Resources Management Practices (IHRM). International Journal of Engineering Technology Science and Research, 5(1),340-347

Rodriguez, J. K., Johnstone, S., & Procter, S. (2017). Special issue call for papers Regulation of work and employment: Advancing theory and research in international and comparative human resource management, 28(6).

Rowlands, K. E., & Iles, P. (2017). Managing in global context . Strategic Human Resource Management: An International Perspective, 466.

Shen, J., Kang, H., & Dowling, P. J. (2018). Conditional altruism: Effects of HRM practices on the willingness of host?country nationals to help expatriates. Human Resource Management, 57(1), 355-364.

Torbiörn, I. (2017). Staffing policies and practices in European MNCs: strategic sophistication, culture-bound policies or ad hoc. International Human Resource Management: A Critical Text, 47.