Overview of International Human Resource Management in Global Printing Industry

Pages:114-116
Gaurav Singla (Department of Printing Technology, G.J.U.S & T., Hisar, Haryana)

Over the last few decades, globalization has evolved the management of several multi-national corporations (MNCs) in terms of integration and development. It has been viewed that the competitive advantage attained by the effective human resource management serves as one of the most valuable asset for the organization’s success. At the same time a crucial part of any managerial obedience namely International Human Resource Management (IHRM) has emerged widely (Dowling et al., 1999). It is mainly due to the expansion of business across borders and integration through career development and people management. Hence in order to deal with this varied exposure, strategic arrangements and maneuvers are taken into consideration (Cieri et al., 2005). However the main aim behind the IHRM of global printing companies is to build a workforce which facilitates the company’s success globally. According to Brewster et al. (2005) the above mentioned goal can be achieved with the help of IHRM strategies. To be more precise, these strategies are set of actions which help the organization to achieve their competitive advantage over the competitors present at both national and international level. In addition with the IHRM strategy, the internal issues of the MNCs should also be regulated and amalgamated with its overall aims, functioning and facility in a same way it operates in the external surroundings (Grant, 2008). A business strategy imposed on the human resource management serves as the association between its administrative center and the outside environment in printing industry as well. In an organization a business strategy ensures the functioning of innovative techniques and sustainable maturity so as to guarantee competitive advantage rather than market driven conventional advancements (Hall and Vredenburg, 2003).