1- MY INITIAL POST-Global Human ResourceDevelopment stages of a firmA firm needs to undergo numerous stages like the size or the nature of its international activities to grow internationally. Conversely, evolution may include a tortuous and long procedure with numerous diverse steps. The initial stage is the export which involve manufacturing firm which are entering the international operations. In most cases, the exports tend to be managed by an intermediary and in such cases the role of the HR function is uncertain. The exporting stage involves the international sales manager and the HR manager (Dowling et al, 2018). The subsidiary is the second stage where exporting is still controlled by the business headquarters, but the firm ought to decide on the management of the sales subsidiary, including staffing. At this stage, HR is more involved with the internalization, and she has to handle the issues or responsibilities and roles. The establishment of the foreign production facility is the third stage, it is the shortest stage from the establishment of subsidiary sales to a service facility or a foreign production. Most of the firms concerned about maintaining control will give the local HR the responsibility to take control.Definition of Different TermInternational HRM is a term utilized by different organizations to manage their human resources operations at the international level. Basically, IHRM concerns the global management or understanding of HR operations in an organization. PCN means Parent Country National, and this is when an organization of a state recruits workers from its state. For instance, when International firms in Bangladesh recruits workers from Bangladesh. HCN means Host Country National and this is when an organization of a state runs their business in another state and recruits workers from that state (Dowling et al, 2018). Here the second state is the host state. For instance, when a firm in Bangladesh runs its business in India and recruits Citizens from India for their firm.TCN means Third Country National and this is when citizens of one state are hired by a firm from another state who worked in a third state.Challenges of a networked FirmThe economic change is posturing difficulties in practicing the Human resources.HR executives are get problems in gulping the differences in cross-cultural in their practices. Vast international firms are utilizing the networking system to control and manage their branches transversely the borders (Armstrong, 2016). This has added a new challenge to those in HRM.HRM may have challenges with entrusting authority. Passing information across diverse states has instigated challenges while executing policies making it difficult to frame policies according to dissimilar state laws and culture. Cross-cultural operations and legal compliance is also another challenge. IHRM is having numerous issues while handling cross-cultural processes. It is hard for a firm to handle a system that is integrated when operating in diverse states. Dispersing of crucial function is challenging since the success of a company depends on the choice of regulating the aspects which are held accountable in balancing the operation.References:Armstrong, M. (2016). Strategic Human Resource Management. Kogan Page PublishersDowling, P., Festing, M., & Engle, A. (2018). International Human Resources Management (7th ed.). Cengage Southwestern Publishing, Thomson2- REPLY TO ME STUDENT, McBain notes that the management of human resources is now increasingly vital at both national and cross-border levels. The challenge is not an easy one, since international human resources management (IHRM) is substantially more encompassing than domestic HRM. Even among multinational corporations, CEOs and upper management executives with international assignment experience are surprisingly rare. Yet such experience can have a direct and positive impact on firm performance as measured by both return on assets and stock returns. The full impact of this resource comes not just from it being valuable, rare, and difficult to imitate, which is Barney’s criteria for determining the value of a firm, but also from it being “bundled” with other, complementary resources such as an excellent domestic human resources operation, sufficient capital, etc. Organizations should take steps to assess resource fit and identify the critical human-capital resources that are essential to resource bundling prior to deciding on a strategy for international expansion and the corporate structure associated therewith. Thanks, GFS https://search-proquest-com.ezproxy/abicomplete/do…3- MY REPLYGreetings Dr.,I agree that the management of human resources is increasing both at a national and international level. There are serious challenges since the international resource management is substantially more encompassing as compared to the domestic HRM. I agree that even among the international corporations, upper management directors and CEOs with global assignment experience are surprisingly rare (Mello, 2011). However, these global experiences can have a positive and direct impact on the organization’s performance as measured by both stock returns and return on assets. I also believe that the full influence of this resource comes not only from its being valuable rate and hard to imitate but also from it being bundled with other complementary resources like excellent domestic human resource operations and sufficient capital (Mello, 2011). Firms need to take steps to assess resources that are fit and identify the critical human capital resource that is significant to resource bundling before making a decision on a strategy for global expansion.References:Mello, J. A. (2011). Strategic management of human resources. South-western Cengage learning4- REPLY TO MESTUDENT, My experience tells me that USA based companies have less international managerial experience than those companies based in other parts of the world. The market in the USA, with accounts for about 25% of the worlds GDP, in the past has been more than sufficient to satisfy the needs of most USA based companies. Companies based in countries with smaller GDPs have, of necessity, been forced to pursue markets in other countries in order to grow. Would you agree or disagree? Thanks, GFS

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