International Human Resource Management

Assignment Brief

In this paper, you have to write critical literature review on one of the following topics in detail having the core theme of International Human Resource Management. Moreover, use credible sources and well-structured layout for the review.

Instructions 

Module Name	International Human Resource Management
Module Code	BH7633
Assignment Title	Literature review in IHRM (you may use your own title)

Assignment Task

Choose ONE of the topics below. Global Staffing and Talent Management Global Training and Development Global Compensation Global Performance Management International Employee Voice International Labour Rights Atypical Work and Contracts Equality Law Regulating Supply chains and Codes of Conduct Write a critical literature review of the chosen topic and identify the key emerging issues. This assignment entails examining a range of relevant academic and practitioner sources to identify different perspectives on the chosen topic. Your work will be assessed in terms of three key criteria (for a detailed description of the criteria, please see the assessment feedback grid provided in the Module Handbook): Focus on question Depth of knowledge Written quality A good literature review evaluates rather than simply reproduces existing arguments. Do not make unsubstantiated generalisations and do not rely simply on describing and/or listing a series of disparate points from different sources. Not every source will be of equal worth. You need to show that you have used your sources selectively to develop a well-informed and balanced assessment of the key debates and issues within the literature on the chosen topic. Use the Harvard referencing system. Pay attention to presentation and layout. Keep it simple. Use sub-headings where appropriate to guide the reader through your work. If you need help with this arrange to see someone at the BLASC desk in the library.

Sample Answer

Global Staffing and Talent Management in International Human Resource Management

Introduction

Globalisation, technological progress, and growing competition have pushed multinational corporations (MNCs) to rethink how they manage people across borders. International Human Resource Management (IHRM) plays a vital role in ensuring that organisations can attract, retain, and develop the right employees. Two central aspects of IHRM are global staffing and talent management. While global staffing involves the allocation of employees across international operations, talent management refers to identifying, developing, and retaining individuals who are critical for organisational success. This review critically analyses the key theories, models, and debates surrounding global staffing and talent management (GSTTM), highlighting both strengths and limitations in the existing literature.

Conceptual Foundations of Global Staffing

The earliest framework for international staffing decisions was Perlmutter’s (1969) EPG model, which outlined three approaches: ethnocentric (parent-country nationals dominate), polycentric (host-country nationals manage subsidiaries), and geocentric (best people selected regardless of nationality). While this model was groundbreaking, it is often criticised for being rigid and failing to reflect today’s more complex staffing choices, such as regional strategies or project-based assignments (Collings et al., 2019).

Expatriate management has long been at the centre of global staffing. Expatriates are seen as knowledge carriers and cultural ambassadors (Tung, 1987). However, literature increasingly highlights issues such as high costs, cultural adjustment challenges, and frequent assignment failures (Harzing, 2001). Recent research points to more flexible alternatives such as short-term assignments, inpatriates, and virtual international roles (Farndale et al., 2014). This shift indicates a move from traditional hierarchical models towards dynamic and network-based staffing approaches.

Talent Management in a Global Context

Talent management (TM) became a key management concept after the “war for talent” (Michaels et al., 2001). It focuses on attracting, developing, and retaining high-potential employees. In the global context, TM is not only about filling leadership pipelines but also about ensuring organisations can respond to demographic changes, skills shortages, and diverse workforce expectations (Scullion & Collings, 2011).

A critical debate in the literature concerns whether talent management should be standardised globally or localised to national contexts. Global consistency offers efficiency and alignment with corporate strategy, but local responsiveness ensures cultural sensitivity and compliance with host-country institutions (Stahl et al., 2012). Some scholars argue that overemphasis on global elite talent risks neglecting inclusivity and diversity (Tansley, 2011). This raises concerns about ethical fairness and long-term sustainability of GSTTM.

Theoretical Models and Frameworks

Several theoretical perspectives underpin the study of GSTTM:

• Resource-Based View (RBV): Human capital is seen as a source of sustainable competitive advantage (Barney, 1991). However, critics argue that RBV often overlooks institutional pressures and the agency of employees (Cooke et al., 2018).

• Institutional Theory: Emphasises how local norms, laws, and cultural expectations shape staffing practices (Kostova & Roth, 2002). This perspective highlights the challenges of balancing global consistency with local responsiveness.

• Human Capital Theory: Focuses on employees as assets whose skills and knowledge must be invested in. Yet, critics argue it commodifies people, ignoring relational and ethical dimensions (Al Ariss et al., 2014).

• Global Talent Flow Frameworks: Recent research analyses how talent flows across countries and sectors, shaped by migration policies, demographics, and geopolitical tensions (Shachar, 2020). These frameworks show how GSTTM cannot be understood only at firm level but requires attention to macroeconomic and political forces.

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