Globalization and HRM
Author
Omerinovic, Mirza
Term
4. term
Publication year
2023
Submitted on
2023-01-02
Abstract
Dette speciale undersøger, hvordan globalisering påvirker human resource management (HRM), og hvilken strategisk tilgang og hvilket rammeværk nye HR-managere bør anvende for at opnå konkurrencefordele globalt. Studiet bygger på sekundære kilder (rapporter, artikler, akademiske værker) og et analytisk rammeværk, der kombinerer Ulrichs HRM-model med Hofstedes kulturdimensioner. Litteraturgennemgangen belyser centrale HR-praksisser i en global kontekst, herunder rekruttering, fastholdelse, forretningsagilitet, læring og udvikling, performance management og global HRM. Analysen peger på, at Ulrichs model er bredt anvendelig på tværs af kulturer, men kræver tilpasning til lokale normer; HR-professionelle, der kan forstå og navigere i kulturelle forskelle, står stærkere som strategiske partnere, forandringsagenter, administrative eksperter og medarbejderforkæmpere. Specialet konkluderer, at integrationen af Ulrichs roller med Hofstedes indsigter hjælper HR med at udforme politikker, der er globalt sammenhængende og lokalt relevante, hvilket kan understøtte konkurrenceevnen. Da analysen primært er baseret på sekundære kilder, er resultaterne konceptuelle, men de giver praktisk vejledning til nye HR-managere i et globaliseret forretningsmiljø.
This thesis examines how globalization shapes human resource management (HRM) and identifies the strategic approach and framework new HR managers should adopt to build competitive advantage in global markets. The study relies on secondary sources (reports, articles, academic books) and uses an analytical framework that combines Ulrich’s HRM model with Hofstede’s cultural dimensions. The literature review highlights key HR practices in a global context, including recruitment, retention, business agility, training and development, performance management, and global HRM. The analysis finds that Ulrich’s model is broadly applicable across cultures but must be adapted to local norms; HR professionals who understand and navigate cultural differences are better positioned to act as strategic partners, change agents, administrative experts, and employee champions. The thesis concludes that integrating Ulrich’s roles with Hofstede’s insights enables globally coherent yet locally responsive HR policies, supporting competitive advantage. As the work is based on secondary evidence, the results are conceptual, but they offer practical guidance for new HR managers operating in a globalized business environment.
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