在解释人力资源管理实践与国际企业绩效的关系时，文献中提出了多种理论和观点。通常有四个理论模型为准：普遍性观点，整合观、权变理论和语境的角度（珍妮特，2012），其中前三将介绍。第一个模型，所谓的普遍性观点表明，自变量与因变量之间的关系是通过组织人口的普遍性，它采用一个确定的战略人力资源管理实践步骤和步骤之间的关系，承认个体实践与组织绩效。第二个理论模型由珍妮特（2012）提出，作为构形观点，它强调的是诸如系统和人力资源管理实践与个人之间的相互作用，这些因素影响着组织的结果。这也是组织层次上的几个相似理论。康妮（2013）的文章，第一国际人力资源管理框架的批判是“适合和灵活性”。这一理念侧重于平衡总部和子公司之间的内外部环境和利益的战略。然而，由于它的局限性使得跨国公司难以在跨国公司中应用，因为这些跨国公司是在全球环境下的自由信息和知识交流下运作的，需要及时响应内部增长的需要和外部需求。组织层面的另一个模式是基于资源的观点（康妮，2013），它提出了个性化交换、增长战略和兼并和收购在解决与资源有关的问题方面的重要性。
无论跨国公司采用什么样的理论模型，在进入全球市场的过程中，它们仍然面临着管理全球劳动力的挑战和问题。人力资源管理的实践往往与人员配置、评估、奖励和发展全球劳动力有关。在谈到国际人力资源管理实践在全球层面，它包括人才管理、招聘、外派人员管理和连续的计划（伊莲和，2007）。这篇文章将集中在几个做法，包括集中化与分散化、跨单位内和单位联系，业务运营和人力资源管理流程、组织形式、政治和社会因素，与外派与inpatriate。
悉尼管理学assignment代写:战略性国际人力资源管理
Under the circumstance of economic globalization in the world, the multi-national corporations (MNCs) are emerging in global business. In the international arena, these companies, compared to local corporations may have to face more complex political, economic and social contexts. Given this circumstance, international human resource management (HRM), as important assets for international companies has shown more and more importance in gain the competitive advantage and global success. Hence, a quality policy for human resource management which embedded in the company’s policy, and internal plus external training to develop expertise and skills, associated with other effective strategies have shown the urgency to put them on the agenda. This essay firstly displays the models and theory about strategic international HRM, and then argues the challenges presented and special issues to tackle with for international corporations. For the all the international business challenges and issues, this article focuses on the following several aspects: centralization and decentralization, inter-unit and intra-unit linkages managing, business operation and HRM processes, political and social pressures, as well as the expatriate and inpatriate matters.
In explaining how systems of human resource management practice are related to international corporations’ performance, there has been a variety of theories and perspectives proposed in literature. There are generally four theoretical models which prevail: Universalistic perspective, configurational perspective, contingency theory, and contextualist perspective (Janet’s, 2012), in which the former three will be introduced in this article. The first model, as the so-called universalistic perspective indicates that, the relationship between independent variable and dependent variable is universal though the organizational population, and it employs an identified strategic human resource practices step and a following step to acknowledge the relation between individual practices and organizational performance. The second theoretical model presented by Janet (2012), as the configurational perspective, it emphasizes on the interaction of constituents such as systems and the HRM practices with individual that affects the organizational outcomes. These are also several similar theories at the organizational level. In Connie’s (2013) article, the first international HRM framework critiqued is the ‘fit and flexibility’. This idea focuses on the strategy to balance internal and external environments and interests between the headquarters and subsidiaries. However, its limitation of leveling analysis makes it difficult to be applied in the multinational companies, since these cross-border corporations operate under free information and knowledge communicating in the global environment, and need for timely respond to internal growth needs and external requirements. Another model at the organizational level is the resource-based view (Connie, 2013), which proposes the importance of personalized exchanges, growth strategy and actions of mergers and acquisitions in resolving resource related problems.
No matter which theoretical model is adopted by the multinational corporations, they still face the challenges and issues emerging in managing global workforce when entering the global market. The HRM practices often relate to staffing, evaluating, rewarding and developing global workforce. When referring to international HRM practices at the global level, it includes talent management, job posting, expatriate management and successive planning (Elaine and Jaap, 2007). This essay will central on several practices, including centralization versus decentralization, inter-unit and intra-unit linkages, business operations and HRM processes, organization forms, political and social factors, and expatriate versus inpatriate.
