International Human Resource Management and Transitional Strategies

Despite the often strong arguments that competitive advantage comes through operationalizing a truly ‘transnational’ strategy, in practice, this is often extremely difficult as MNCs remain embedded in distinct national contexts.There are various concerns of any MNC operating in a diverse business environment. The culture, politics, legal framework, job market, and other factors influence their decisions regarding human resource management in that particular company. The overall workforce planning depends on these issues and the business goals of the organization. The job analysis, job planning, recruiting, decisions related to the type of job offers like a permanent, contract, freelance, and other options than screening and selecting new employees. Retention of employees is another core area in the countries where the job shifts are common trends, for example, the USA, India, and others. The payment decisions, benefits, and compensation decisions are also other areas of concern. The payment should be according to the parent country or host country, the kinds of benefits which should be included varies from countries to countries. In this regard, the Indian paternalistic business environment of the late eighty century and early nineteenth centuries changed in a broad way by the introduction of MNCs in India. MNCs came with several benefits for the employees. The attitude of MNC and these traditional organizations were different. This helped in developing more employees concerning strategies for the local companies as well. Training of these employees is another issue. Employee orientations, career development, management development, personal developments, performance appraisal, and other issues, expenses related to that, analysis of the kind of developmental training require to employees differs from countries to countries