Conclusion

The role of HRM is now shifting such that the crucial responsibilities facing the Human Resource Management in the United Kingdom is about converting of the entire system of human resource management to comprise of the practices of organizational knowledge, information development and information transfer (Simonin, 2006).

Unfortunately, the Human Resource Management has deficient pragmatic support and is concentrated to learning involvements of several unrelated organizations in the United Kingdom.

What has been discussed at length involves strategic international human resource management (SIHRM) which is the idea of conveying human resource management procedures themselves to overseas companies in other nations in Europe (Gupta, 2004). There has been extensive research carried out by both academicians and practitioners on evaluating the transferability of Human Resource Management practices from one country to another country.

It has been established that shifting Human Resource Management procedures from one country to another country is cumbersome and the parent companies have not been able to regulate and transmit practices carried out at home to other organizations overseas. This is attributed to the systematic differences between the home company and the overseas companies (Foss, 2008).

References

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Foss, N 2008, Internal Disaggregation in Oticon: An Organizational Economics Interpretation of the, London: LINK Working Paper.

Gupta, A 2004, Knowledge Flows within MNCs, Strategic Management Journal, 40-52.

Mahnke, L. K 2000, Knowledge Strategies, Firm Types and Complementarity in Human. Newyork: CBS Working Paper.

Simonin, B 2006, Transfer of Marketing Know. Journal of International Management, 463-490.