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Why International HRM Cannot Always be Equitable...

I am looking for a short explanation on this question.

My text is Bratton, J. and Gold J., 2007. Human Resource Management: Theory and Practice. Basingstoke, UK: Palgrave Macmillan. This is a third year HRM course.

What are the limitations to an equitable and ethical international strategic HRM?

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This answer is provided with the caveat that I am not familiar/have not read/do not have access to the text referenced in the post.

The question posed regarding the limitations of an equitable and ethical international strategic HRM is primarily a difference in markets, culture, and the widely varying cost of living globally. A strategic HRM strategy must focus on acquiring the best talent available on the open market, but the cost of that acquisition may vary greatly depending on location, the local market for the skill/s being sought, and the cost of living in that location. An engineer, performing the same job may cost the company 'x', when hired in one location, while an engineer in a developing country may cost the company some fraction of 'x'. While some might ...

Solution Summary

This solution addresses some reasons why international HRM cannot always be equitable, and thus may be seen as being unethical.

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