International Human Resource Management Managing People In A

International Human Resource Management Managing People In A International Human Resource Management: Managing People In A Multinational Context - By Peter J â€" Assignment Example > A bird’s eye view with a powerful vision: A book review of International Human Resource Management: Managing people in a multinational contextA borderless world is a multinational world. For expatriates working in a foreign land it is as if at least two worlds are merging â€" this entails learning a lot of new details which in the their home countries are generally taken for granted as such simple behaviors are acquired over a long period of acculturation. The book by Peter J. Dowling of the University of Canberra, Australia and Denice E. Welch, Melbourne Business School, University of Melbourne, Australia provides us with a bird’s eye view of the complication in going international. Published by South-Western and Thomson in 2005, the book is not simply a guided tour on IHRM and its challenges, the 333 pager offers a powerful vision of a career life time involving international posting. International posting is no easy thing, According to the Journal of International Marketing , the international business climate is being fueled by emerging new economies and that companies in the international business scene are playing in very dynamic situations more so in areas with high instabilities and uncertainties characteristic of emerging economies. (American Management Association, 2006). This only means that the demand on an expatriate is not receding but actually is going up. And anyone who may be contemplating on career in management posted in a foreign land is advised to go over the book, IHRM: Managing People in a Multinational Setting. That is, if one wishes not to go blind on the universe of concerns and issues around IHRM. The book structureIMRM: Managing People… is divided into four parts. Part I takes us on the finer points in understanding the multinational context of a foreign posting. It relates how the field of HRM could be viewed in terms of related activities such as human resource planning, staffing, performance management, training and deve lopment, compensation and industrial relations. Part I also dissects through conceptual modeling the changes which may happen once the situation becomes multinational, when personnel could be divided into host-country nationals (HCNs), parent-country nationals (PCNs) and third-country nationals (TCN). It is not difficult to understand how a simple setting such as a workplace could be so culturally, possibly politically diverse as well. This diversity creates situations, which broaden the concerns of the human resource manager. Dowling and Welch narrates that relocation for example is not a simple moving from point A to B, but involves pre-departure training, immigration related documentation or travel papers, housing in the designated place of assignment, work arrangements including medical and details on social necessities for the expatriate’s family. To top this off is assistance to orient the expatriate on finances including changes in taxation structure. Providing administra tive support to an expatriate could be complicated made complex by differences in culture and laws. Like Phillips (Accountability in Human Resource Management), Dowling and Welch observes that HRM, more so in the multinational context is in a position to shape the company policy as IHRM impact on the organizational ways of conducting business as it adjust to the multinational setting.