Module Name – 5HR009 – The International HR Professional

Module Leader – Kate Moseley

Student Number –

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 What factors influence people management in an international context as
opposed to a domestic one?

Companies are gradually expanding into foreign markets or ‘globalising’, weather it is

due to advancements in technology or to increase their market share. Irrespective of
the reasons for the desire to expand, companies must acknowledge the importance
of international human resource management (IHRM). Organisations that hold little
to no regard on the significance of IHRM often face problems later on. This essay
explores human resource management in an international context, outlining different
factors that may influence IHRM as opposed to a domestic human resource
manager, and three approaches to staffing that international HR managers may take.

Human resource management, also referred to as HR management or HRM is an

organizational function concerned with the process of hiring people, training them
and compensating them (Leatherbarrow and Fletcher, 2019). HR managers are also
concerned with the health and safety of their employees, the laws affecting the
workplace, and policy developments (Tarique et al, 2016). HR managers that are
competent in their profession can improve business performance by communicating,
empowering, and collecting feedback from employees (Leatherbarrow and Fletcher,
2019).

An international HR manager manages people globally, as opposed to a domestic

human resource manager who is concerned with managing employees in only one
country (Tarique et al, 2016). The duties of International HR managers, thus, are
more complicated than those of domestic HRM as they can be affected by external
factors (Schuler et al, 2002).

International HR managers ought to develop their international experience to work

effectively because when sending employees abroad, it is crucial that the expatriate
knows how the people in that country do business (Cascio, 2003). National Culture,
for instance, can greatly influence HR management. Culture involves the beliefs and
values of people in a given country, region, or firm, that shapes their behaviour
(Hofstede and Hofstede, 2005). Culture provides people with an identity. (Collings et

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al, 2015) argue that an understanding of cultural differences can minimize culture
shock for expatriates and thus, allows international HR managers a more effective
management of employees (Leatherbarrow and Fletcher, 2019). Therefore,
international HR managers, as well as expatriates need to have cross-cultural
training – which refers to the training given to people to improve their cultural
awareness (Hofstede and Hofstede, 2005). Moreover, a cross-cultural approach is
majorly significant for international HR managers as it promotes understanding of
different cultures (Cole, 2002).

The STEEPLE (Social, Technological, Economic, Environmental, Political, Legal,

and Ethical) factors can also greatly influence international HR management. For
example, international HR managers need to assess how organizational policies on
aspects such as tax or renumeration in the host country differ from the laws in the
parent country (Harris et al, 2003). International HR managers also need to be
mindful of business ethics. Ethics are principles that guide the way a company
conducts itself and thus, they can influence a firm’s sustainability (Hofstede and
Hofstede, 2005). (Leatherbarrow and Fletcher, 2019) reports that ethics can
determine organizational success, thus, international HR managers need to ensure
that ethical rules in the parent and host country are aligned to prevent organizational
failure.

An additional external factor that can influence management in an international

context is the economic factor. International HR managers must be knowledgeable
of the societal changes in the host country because if, for example, there is an
increase in demand for flexible working in that country, this could affect the type of
employee the manager hires for the international assignment (Cole, 2002).

There are various staffing approaches an international HR manager might take. A

common framework for these approaches is known as EPG (Ethno-Centric,
Polycentric, and Geocentric) (Isidor et al, 2011).

The ethno-centric approach arises from the superiority of a culture over another. In
this approach, parent-country nationals (PCNs) will be hired over host-country

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nationals (HCNs). Organizations in the parent country believe that their way of
managing and controlling operations is superior and that their operations,
procedures and way of managing should be followed across all organizations in host
countries and thus, decision-making is centralised (Ogunmokun et al, 2011). Hence,
this approach is subject to conflict as different countries have differing values and
norms and may impede host company advancements (Isidor et al, 2011).

In contrast, with the polycentric approach, multi-national companies recognize the

significance of the host country’s laws. They are aware of the important role that
national culture plays in management. They also believe that organizational
strategies and procedures should be controlled by the host company and that local
problems should be solved with local methods, rather than forcing foreign solutions
(Evans, 1988). Hence, managers have to adapt their managing style to that of the
local culture in the host country (Isidor et al, 2011). Therefore, in this approach,
organizations hire host-country nationals as opposed to parent-country nationals and
decision-making is decentralised (Evans, 1988). However, this approach can lead to
growth in chaos due to a lack in co-ordination between organizational branches
(Collings and Scullion, 2006).

With the geo-centric approach, managers make no differentiation between local and
foreign markets. Staffing is based solely on the individual’s skills and experience,
and there is no preference in terms of nationality or geographical location (Isidor et
al, 2011). Moreover, there is no competence between managers in the parent and
host country. Headquarters and subsidiaries must, nonetheless be aligned and
unified to prevent/erase any bias based on the parent country (Collings and Scullion,
2006). An advantage of this approach is that companies can make the best use of
human resources. However, some countries may require additional documents to
hire foreign nationals as opposed to local nationals (Isidor et al, 2011).

Organisations that are looking to expand their business globally must be

knowledgeable of the additional factors that may influence the management of
expatriates as the duties of an international HR manager will vary from those of a
domestic one. The understanding of different cultures can also be extremely
beneficial when managing employees abroad.

References

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Bratton, J., Gold, J., Bratton, A. and Steele, L. (2022). Human resource
management. 7th ed. London: Bloomsbury Publishing

Cascio, W.F. (2003) Managing human resources. 6th ed. New York: McGraw-Hill

Cole, G. (2002) Personnel and human resource management. 5th ed. London:
Continuum

Collings, D. G., Wood, G. T. and Caligiuri, P. M. (2015) The Routledge Companion

to International Human Resource Management. Oxford: Routledge

Collings, D.G. and Scullion, H. (2006) Global staffing. Oxon: Routledge

Evans, P.A. (1988) Organizational development in the transnational enterprise.

France: INSEAD

Harris, H., Brewster, C. and Sparrow, P. (2003) International human resource

management. London: CIPD Publishing

Hofstede, G. and Hofstede, G.J. (2005) Cultures and organizations: 2nd ed. New
York: McGraw-Hill

Isidor, R., Schwenz, C. and Kabst, R. (2011) ‘Human resource management and
early internationalization: is there a leap-frogging in international
staffing?’ International journal of human resource management. [Online] 22 (10),
2167–2184. Available from
https://web-p-ebscohost-com.ezproxy.wlv.ac.uk/ehost/pdfviewer/pdfviewer?
vid=0&sid=bc567631-1677-453a-a679-3b680bb659aa%40redis Accessed on
14/April/2022

Leatherbarrow, C. and Fletcher, J. (2019) Introduction to human resource

management: a guide to HR in practice. 4th ed. London: Kogan Page Limited

Ogunmokun, G.O., My, F.C., Yee, L. and Li, E. (2011). ‘Investigation of demographic
factors influencing organizations state of mind: ethnocentric versus non-
ethnocentric strategic predisposition behaviour of exporting firms in
Australia’. Journal of International Marketing and Exporting, 16(1), pp.57-64

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Schuler, R.S., Budhwar, P.S. and Florkowski, G.W. (2002). ‘International human
resource management: review and critique’. International Journal of
Management Reviews, 4(1), pp.41-70. Available from
https://doi.org/10.1111/1468-2370.00076 Accessed on 29/Mar/2022

Tarique, I., Briscoe, D., and Schuler, R. (2016) International human resource
management. 5th ed. New York: Routledge

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 Describe the employment rights problems in Nigeria

Employment rights are regulations designed to ensure fair practices in the

organization, including income, and job security (Leatherbarrow and Fletcher, 2019).
Some of the employment rights cover equal pay, holiday entitlements, freedom from
forced labour, discrimination, and the national minimum wage (Meager et al, 2002).
Some organisations that ensure the presence of employment rights are trade unions
and the International Labour Organization (ILO).

Nigeria is a densely populated country located in West Africa. It has plenty of natural
resources such as natural gas and lead (Nigerian Embassy, 2022). According to
Statista (2022), Nigeria’s unemployment rate is increasing, and it is currently at 33%.
This essay discusses the most common employment rights issues present in
Nigeria, which are forced labour, corruption, unfair treatment, and gender inequality.

Forced labour is an employment rights’ violation. It is often referred to as modern

slavery and it is illegal in Nigeria. As reported by the Home Office (2022), Nigeria is a
country that continues to experience human trafficking, especially of women and
children. Human trafficking entails stealing individuals’ freedom for profit (Feingold,
2005). It is a human rights violation that involves the use of force, fraud or deception
on humans to exploit them and to obtain some form of labour or sex act (Wheaton et
al, 2010). In Nigeria, human trafficking includes recruiting and transporting women
and children from rural to urban areas and reports show that although it affects all
individuals, the majority of the rescued ones were children, 44% of which were
women, and six percent were men (Home Office, 2022). The Nigerian government
have been willing to combat human trafficking in Nigeria by adopting laws and
policies. However, most of the offenses regarding human trafficking are committed
by the victims’ close relatives or neighbours. In addition, there is a lack of
enforcement of these laws on the government’s side, rendering those laws difficult to
implement (Olateru-Olagbegi and Ikpeme, 2006).

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Another significant problem in Nigeria is that of violation of employment laws, which
can also be defined as corruption. Corruption, according to (Jain, 2001) entails
dishonest or criminal behaviour by those in power, such as government officials,
police authorities, or managers for personal gain. Bribery and nepotism are two
examples of organizational corruption. As stated by The Nigerian Labour Act 1971,
all employees should be given a minimum standard of employment conditions which
should be monitored by managers (Nwokpoku et al, 2018). In Nigeria, many
employees experience nepotism. In other words, they will witness promotions and
pay increases being given to those more favourable to the employers but will not
complain as complaints are often disregarded due to corruption being such a
common practice (Nelson and Ayawei, 2020).

Furthermore, The Nigerian Labour Act states that employees should be given a
written contract of employment within three months of the beginning of employment,
by their employer but this, too, is an act that is not always abided by in Nigeria
(Nwokpoku et al, 2018). There have been numerous occasions where employers
purposefully delayed or refused to provide their employees with written employment
contracts (Nelson and Ayawei, 2020).

There have been numerous circumstances where the Nigerian government failed to
protect its workers by neglecting the enforcement of workers’ rights legislations. For
example, in March 2012, approximately 800 doctors that had gone on strike for
almost three weeks were sacked and replaced by less experienced doctors. The
reason for the strike was due to the government’s failure to implement the pay
increase that they promised in late 2010 (BBC, 2012). Furthermore, there is a vast
number of reports of employees from various sectors being owed their salaries
(Akinpelu, 2015). An example being the continuous occurrence of the state
government owing its civil servants salaries of up to five months in arrears, which
leaves the civil servants in financial stress, pain, and in need (Ibadan, 2015).
Tribalism and religion are two additional causes of unfair treatment that happens in
Nigeria (Albeely et al, 2018). Tribalism refers to one’s tribe or ethnic group whereas
religion entails someone’s faith, morals, and practices in relation to the divine entity
they believe in (Schwartz, 1966). Ethnic groups and religions in Nigeria have led to
the poor treatment of individuals in the workplace. For example, in political and office
settings, people with authority will only hire or promote individuals of their own

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tribe/religion, irrespective of their skills or whether they merit the promotion leaving
people feeling unfairly treated (Onwubu, 1975).

In Nigeria, women are often viewed as inferior to men leading to unequal rights and
fewer opportunities. This patriarchal civilization limits women to only have domestic
tasks (Makama, 2013). Owoyemi and Olusanya (2014) reported that women are
continually subjected to significant inequities in the labour market as they face
greater rates of unemployment, fewer professional options, and poorer salaries in
the workplace. Makama (2013) further notes that women in Nigeria are often denied
political positions due to discrimination. An insignificant number of women were
elected in various elections held in the country and women have generally always
been under-represented in the political sector. The women in Nigeria constitute
approximately half of the population. Therefore, not only should they have the same
rights as men in decision-making and the leadership of the country, but this
discriminating culture is also a waste of human resources (Makama, 2013 and
Adegoroye and Adegun, 2008).

After discussing the main issues in Nigeria with regards to employment rights, it is
evident that the country need to reinforce their employment laws as not all
organisations abide to them. Employees that have suffered abuse or unfair treatment
often feel like they cannot report the injustice to people with authority as they are not
taken seriously. Nigeria should also be more inclusive of women for political
decisions, and not only should employment laws be reinforced, but employees
should also be monitored to ensure their safety, the success of organisations, and
for the overall prosperity of Nigeria.

Reference list

Adegoroye, A.O.S. and Adegun, O.A. (2018) ‘Gender disparity in the informal
sector employment opportunities in a Nigerian State Economy’. The Social
Sciences, 3. pp. 1-5. Available from https://medwelljournals.com/abstract/?
doi=sscience.2008.1.5 Accessed on 20/April/2022

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Akinpelu, O. (2015) Unpaid wages: an abuse of labour rights Available from
https://guardian.ng/features/law/unpaid-wages-an-abuse-of-labour-rights/
Accessed on 20/April/2022

Albeely, T.S., Mahmoud, A.T. and Yahaya, A.I. (2018). ‘Ethnicity, tribalism, and
racism and its major doctrines in Nigeria’. Centre for research & African studies.
Available from
http://dspace.iua.edu.sd/bitstream/123456789/3710/4/Ethnicity.pdf Accessed
on 22/April/2022

BBC Nigeria: Lagos doctors sacked over 'illegal strike'. Available from
https://www.bbc.co.uk/news/world-africa-17988522 Accessed on 18/April/2022
Casebourne, J., Regan, J., Neathey, F. and Tuohy, S. (2006) Employment rights at
work: survey of employees 2005. London: Department of Trade and industry.

Feingold, D.A. (2005) ‘Human Trafficking’. Foreign Policy, no. 150. pp. 26–32.
Available from http://www.jstor.org/stable/30048506 Accessed on 11/April/2022
Home Office (2022) Country Policy and Information Note Nigeria: Trafficking of
women. Available from
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/
attachment_data/file/1072753/NGA_CPIN_Trafficking_of_women.pdf Accessed
on 11/April/2022

Ibadan, I. L. (2015) 23 states owing workers, says Labour. Available from

https://guardian.ng/news/23-states-owing-workers-says-labour/ Accessed on
15/April/2022

Jain, A.K. (2001) ‘Corruption: A review’. Journal of economic surveys, 15(1), pp.71-

121. Available from https://doi.org/10.1111/1467-6419.00133 Accessed on
13/April/2022

Makama, G.A. (2013) Patriarchy and gender inequality in Nigeria: The way
forward. European scientific journal, 9 (17).

Meager, N., Tyers, C., Perryman, S., Rick, J. and Willison, R. (2002). Awareness,
knowledge and exercise of individual employment rights. London: Department
of Trade and Industry

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Nelson, J. and Ayawei, M.J. (2020) ‘Effect of corruption on employment in Nigeria:
an empirical investigation.’ International Journal of Development and Economic
Sustainability. 8(3), pp. 32-46 Available from https://www.eajournals.org/wp-
content/uploads/Effect-of-Corruption-on-Employment-in-Nigeria.pdf Accessed
on 20/April/2022

Nigerian Embassy (2022) Natural Resources Available from

https://nigerianembassythehague.nl/about-nigeria/natural-resources/ Accessed
on 13/April/2022

Nwokpoku, E.J., Monday, N.P., Nwoba, M.O.E. and Amaka, E.G. (2018) ‘Nigerian
labour laws: Issues and challenges’. World Applied Sciences Journal, 36(1),
pp.47-54. Available from https://www.idosi.org/wasj/wasj36(1)18/7.pdf
Accessed on 20/April/2022

Olateru-Olagbegi, B. and Ikpeme, A. (2006) Review of legislation and policies in

Nigeria on Human Trafficking and Forced Labour. ILO. Available from
https://www.ilo.org/global/topics/forced-labour/publications/WCMS_083149/lang--
en/index.htm Accessed on 17/April/2022

Onwubu, C. (1975). ‘Ethnic Identity, Political Integration, and National Development:

The Igbo Diaspora in Nigeria’. The Journal of Modern African Studies, 13(3), 399–
413. Available from http://www.jstor.org/stable/159847 Accessed on 17/April/2022

Owoyemi, O. and Olusanya, O. (2014) ‘Gender: A Precursor for Discriminating

Against Women in Paid Employment in Nigeria’. American Journal of Business
and Management, 3 (1), pp.10-14.

Schwarz, W. (1966). Tribalism and politics in Nigeria. The World Today, 22 (11),

pp.460-467. Available from https://www.jstor.org/stable/40393799?seq=1
Accessed on 18/April/2022

Statista, (2022) Forecast unemployment rate in Nigeria in 2021 and 2022. Available
from https://www.statista.com/statistics/1119227/forecast-unemployment-rate-
in-nigeria/ Accessed on 20/April/2022

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 Wheaton, E.M., Schauer, E.J. and Galli, T.V. (2010) Economics of human
trafficking. International Migration, 48(4), pp.114-141. Available from
https://doi.org/10.1111/j.1468-2435.2009.00592.x Accessed on 18/April/2022

Explain the problems caused by remote working and how they can be
overcome

Remote working is a working style in which employees can work outside of their
usual office environment. It is based on the notion that one does not have to be in a
particular place to work effectively (Wöhrmann and Ebner, 2021). There are
numerous types of remote working, some of which include teleworking, digital
nomads, expatriates, and flexible working (Kurkland and Bailey, 1999). This essay
focuses on some of the disadvantages of teleworking from the employee’s
perspective and how those problems can be overcome.

In simple terms, a teleworker is someone who works from their home, while keeping
in touch with their employer through their telephone or via e-mail (Wöhrmann and
Ebner, 2021). One problem that this working style can bring to individuals is the
feeling of isolation. Employees who work from home may feel alone and detached
from their colleagues and organisation as social interactions decrease. This lack of
communication can eventually lead to detrimental effects to one’s mental health

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(Tavares, 2017). Managers can help their employees overcome this issue by
scheduling regular virtual meetings with them; not just to check on their progress, but
also to manage their mental health and to see if any additional support is needed
(Cheuk, 2010). In addition, employers can also prevent feelings of isolation by
having more informal conversations with their employees (Buomprisco et al, 2021).

Two additional problems caused by teleworking are demotivation and a decrease in

production levels. Although working from home can enable individuals to spend more
time with their family, it can also lead to distractions such as child-care or television
(Wöhrmann and Ebner, 2021). Furthermore, employees may lose their motivation
when teleworking due to not being surrounded by an office/working environment or
because they are working by themselves with no colleagues around working on a
common goal (Montreuil and Lippel, 2003). This can in turn result in a drop in
production levels. To avoid distractions, employees need to make sure to create a
devoted working area for them and set boundaries for their family members. Steps
workers can take when experiencing demotivation are decluttering their workspace,
setting themselves small achievable tasks and switching off their mobile phone when
working (Illegems et al, 2001).

Another problem with teleworking is that performance levels may drop. Some factors
that can lead to performance loss are the inability to access work resources from
home (Kurkland and Bailey, 1999), the fact that queries or technical problems may
not be resolved as quickly, slow internet connections, or inadequate equipment
(Tavares, 2017). A lack of technical support is a common occurrence for teleworkers
and often times, computer equipment and connections are faster when accessing
them from the office (Wöhrmann and Ebner, 2021). To overcome these issues,
employers should provide their employees with adequate computing equipment, and
they should pay for any additional connection (Cheuk, 2010).

Companies exploring this remote working style have to consider the problems it may
bring. Although teleworking might be an advantage to many, this working style
comes with risks. It is known to cause mental health problems to employees and the
notion of switching from a traditional office workplace to a home can alter the quality

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 of the work. Therefore, companies that are looking to support teleworking should
give teleworkers clear guidelines and limitations. Nonetheless, teleworking cannot
substitute the traditional working style. Organisations can, however, offer this style of
working to help meet organisational or employee needs.

Reference list

Buomprisco, G., Ricci, S., Perri, R. and De Sio, S. (2021). ‘Health and telework: new
challenges after COVID-19 pandemic’. European Journal of Environment and
Public Health, 5(2), pp. 1-5 Available from https://www.ejeph.com/article/health-
and-telework-new-challenges-after-covid-19-pandemic-9705 Accessed on
23/Mar/2022

Cheuk, F.N. (2010). ‘Teleworker's home office: an extension of corporate

office?’ Facilities, 28(3), pp. 137-155. Available from
https://doi.org/10.1108/02632771011023113 Accessed on 25/Mar/2022

Illegems, V., Verbeke, A. and S'Jegers, R. (2001) ‘The organizational context of

teleworking implementation.’ Technological forecasting and social
change, 68(3), pp.275-291. Available from https://doi.org/10.1016/S0040-
1625(00)00105-0 Accessed on 23/Mar/2022

Kurkland, N.B. and Bailey, D.E. (1999) ‘The advantages of working here, there
anywhere, and anytime’. 'Organizational Dynamics, 28 (2), pp. 53-68. Available
from https://doi.org/10.1016/S0090-2616(00)80016-9 Accessed on
27/Mar/2022

Montreuil, S. and Lippel, K., 2003. ‘Telework and occupational health: a Quebec
empirical study and regulatory implications’. Safety Science, 41(4), pp.339-358.
Available from https://doi.org/10.1016/S0925-7535(02)00042-5 Accessed on
22/Mar/2022

Tavares, A.I., (2017). ‘Telework and health effects review’. International Journal of

Healthcare, 3(2), pp.30-36. Available from https://doi.org/10.5430/ijh.v3n2p30
Accessed on 12/April/2022

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Wöhrmann, A.M. and Ebner, C. (2021). ‘Understanding the bright side and the dark
side of telework: An empirical analysis of working conditions and
psychosomatic health complaints’. New Technology, Work and
Employment, 36(3), pp.348-370. Available from
https://doi.org/10.1111/ntwe.12208 Accessed on 14/April/2022

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