Considering the importance of International Human Resource Management, a conference is being organized all over the world after

every 2 years at different locations. Based upon this conference number of journals are published. These come out to be really useful for the HR managers working in MNCs or MNEs. Secondly the number of important aspects gets in notice, related to international HRM at these conferences. The key aspects that are yet to be answered are like culture role in MNCs or MNEs, will they ever get converged or stay diverse at practices, what will be the strategic management after increased size of MNCs and lastly but not the least the terrorism at the international market cannot be ignored. The emerging economies of China, India and Eastern Europe must be considered too. International Organizational Models Like there are different models for the organizational structure available but it is difficult to make a choice that which one is going to work well. Bartlett and Ghoshal in 1993 determined four types of international organization models. They are as follows: Decentralized federation Coordinated federation Centralized hub Transactional

Workforce Diversity The most important challenge for the IHRM is that how to manage the diverse workforce from cultures at same workplace. There are many researches being done over this issue like Bendick, Egan and Lanier conducted a research on the same issue in USA. They concluded that usually the MNCs face discriminatory employment practices and arguments just because of this issue. However for that they purposed a model to reduce the discrimination and increasing minority representation in the company. Though heavy research has already been done over these challenges and models have been developed but still organizations need to consider the cultural underpinnings and current global economic climate to get the solution for them. This is because; it has large effect over the majority aspects of international human resource management. In study of Hofstede (1980), he identified four dimensions that are influenced due to national culture. They are as follows: Individualism Vs Collectivism: The people from the culture of individualism give preference to other people like family and friends whereas in the culture of collectivism, people prioritize loyalty to their work. Power Distance: the high power distance society people accepts high authority difference among the employees at top and low positions whereas it is opposite in case of low power distance societies. Uncertainty Avoidance: The people of the society who can easily tolerate the uncertainties are easy going for the organizations (low avoidance).

Masculinity and Femininity: The society where materialism and assertiveness is preferred is referred as masculinity and relationships or welfare in case of femininity.

These four cultural trends lead to big challenges for the IHRM as they need to manage the diverse workforce from different cultures where there cultural values must also be facilitated. By means of research these dimensions constitute 8 culture clusters based upon location, language and economic factor that represents different combinations. So obviously in such a case it is not possible to design any particular model or follow specific practices but managers have to adopt contingency approaches for IHRM. Ouchi also made useful research on the cultural differences between the American and Japanese workforce. He described that at the Japanese organizations, employees are offered a lifetime employment whereas it is for short term basis in American Organizations. Japanese prefer to induct from within whereas American recruit from outside. There are non specialized career paths at Japanese organizations whereas specialized at American organizations. There is much other dissimilarity among both the cultural organizations. Then Ouchi proposed a theory according to which it was recommended that the American organizations can make few changes which can attract Japanese to work with them as well. Later on the slogan of international human resource management was accepted that says Think Globally and Act Locally which conveys the main idea that balancing at control, coordination and autonomy is required for the multinational companies. In addition to the above challenges there are many others for the IHRM like International ethics is one of top challenges for any international organization. The guest organization has to strictly follow the culture of the host country. Therefore the organizations must plan each and every

aspect before taking their business on globe as there are higher risks involved in IHRM. In addition to this any organization who is taking up its business internationally needs to consider the latest technology as this would lag them behind if not kept up to date. Secondly there are different labor laws and political climate in any country so the organizations need to develop their policies as according to the host country laws. Organization has to pay its employees as according to the laws defined. There is also different equal employment opportunity laws defined for every country. Thirdly there is a big issue of taxation for any international organization. Every country has its own laws of taxation and thus organizations have to consider the tax equalization.

Global Economic Climate and IHRM:

Besides the intense global economic climate that is major forces in way of IHRM, there are many organizations who are contributing well in improving the economic conditions. They are applying great strategies to manage an international workforce in proper way. According to the latest surveys, recession has made changes in some of the fields. Like automobile manufacturing, IT services, and financial services sector has faced reduction in assignment volume at international market. However there has been measured an increase in assignment volume in fields of telecommunication and professional services firms. IHRM researches are still under study but soon we can expect that they are going to make positive changes in global economic climate too.

Conclusion
The complete discussion reveals that there are no set practices or processes yet developed for the international organizations to excel at IHRM. However it is best to follow the Best practices approach in order to meet the goals and overcome with the challenges.

References Paul Sparrow: Globalizing Human Resource Management. Muhammad Aminu Bawa: The Challenges of Globalization and the role or human resources. October 1999 Randal S. Schuler: International Human Resource Management: Review and Critique.2002 Wesley A. Scroggins: International Human Resource Management: diversity, issues and challenges. 2010 UKERTOR GABRIEL MOTI: HUMAN RESOURCE MANAGEMENT (HRM) IN THE GLOBAL PERSPECTIVE: THEORY AND PRACTICE. MAARIT VILJANEN: GOOD HRM AIMS TOUGH CONSEQUENCES: FINNISH MNCS REACTIONS TO THE GLOBAL FINANCIAL CRISIS. 2009

Jennifer Palthe: Managing Human Rights and Human Resources: The Dual Responsibility of Global Corporations. Helen D. Cieri: The Challenge of International Human Resource Management: Balancing the Duality of Strategy and Practice. 2005 Tony Edwards: The nature of international integration and HR Policies in Multinational Companies. Edwards: International Human Resource Management. 2007 Dickmann: International Human Resource Management: A European Perspective. 2008 Moner H. Tayeb: International Human Resource Management: A multinational Company perspective. 2005 Cutcher-Gershenfeld: The impact on economic performance of a transformation in workplace relations. Industrial and Labor Relations Review: 1991. Hirst, P: Globalization in Question: The International Economy and the Possibilities of Governance. 1999

Mustafa: International human resource management. 2004