Title: Comparative Analysis of IHRM Practices Across Four Continents Examining International Human Resource Management strategies across America, Eurasia, Africa, and UAE Comparative Cross-Continenta

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Title: Comparative Analysis of IHRM Practices Across Four Continents Examining International Human Resource Management strategies across America, Eurasia, Africa, and UAE Comparative Cross-Continental Study.

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Introduction Overview. IHRM Context International Human Resource Management addresses HR practices across global contexts, where cultural, legal, and economic differences fundamentally shape organizational strategies and operational effectiveness. Understanding these nuances is critical for effective multinational operations" (Brewster et al., 2016). Global HR practices adaptation strategies. Cultural and legal framework considerations Economic differences impact assessment.

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United States. Organizational Behavior Decentralized HR models emphasizing individualism and performance-driven culture with merit-based advancement systems. (Perkins & Shortland, 2018)..

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DEI Initiatives. Performance Management. USA Best Practices Diversity, Equity, and Inclusion (DEI) initiatives to manage heterogeneous workforces (Caligiuri et al., 2020)..

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Germany Framework. Organizational Behavior Codetermination (Mitbestimmung) ensures worker participation in decision-making (Almond & Ferner, 2006)..

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German HR Practices European Integration Model. Legal Compliance and Employee Protection: Strict Adherence to Labor Laws: Mandatory Employment Contracts: Strong Employee Protections: Data Privacy:.

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South Africa IHRM Framework. Best Practices Broad-Based Black Economic Empowerment (B-BBEE) enhancing community engagement (Horwitz, 2015). Broad-Based Black Economic Empowerment programs enhance community engagement through structured equity initiatives. These practices integrate corporate social responsibility with talent development strategies addressing historical inequities systematically..

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South African Challenges Unemployment and Skills Development.

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HRM Practices in UAE. Organizational Behavior Hierarchical structures blended with Western business models; emphasis on relationship-based management (wasta) and respect for authority (Rees et al., 2007)..

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UAE Best Practices & Key challenges. Best practices center around compliance with local labor laws, fostering a positive and inclusive work environment, and leveraging technology for efficiency. Key areas include comprehensive onboarding, performance management, competitive compensation, and continuous employee development..

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Comparative Analysis. Dimension USA Germany SAfrica UAE Leadership Style Transformational Participative Ubuntu-based Paternalistic Recruitment Focus Skills + DEI Qualifications B-BBEE Equity Wasta + AI Key Challenge Immigration Ageing Workforce Unemployment Emiratisation Innovation DEI Tech Vocational Training Community Skills Blockchain Contracts.

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Expatriate Workforce Comparison. UAE demonstrates highest expatriate workforce percentage globally at 80% in private sector, significantly contrasting with USA's 19% expatriate workforce, highlighting unique labor market dynamics and strategic workforce planning challenges.

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Future Trends and Conclusions IHRM evolution shaped by legal frameworks, cultural norms, and economic goals driving technological integration.

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References:. parakar.eu. (n.d.). HR Compliance in Germany - Parakar. [online] Available at: https://parakar.eu/knowledge/de/hr-compliance-germany. Stephan (2025). Best Practices to Hire Employees in Germany (2025). [online] FMC Group. Available at: https://fmcgroup.com/hire-employees-in-germany/. HR Outsourcing by EuroDev (2025). By Carl Heinz Paulsen Expanding across multiple European countries presents an exciting opportunity for businesses, but it also comes with significant HR complexities. Managing employment policies across borders requires balancing legal compliance, cultural expectations, and language differences to. [online] Linkedin.com. Available at: https://www.linkedin.com/pulse/employee-handbook-hr-policies-germany-hr-outsourcing-by-eurodev-ajkse/ [Accessed 23 Jul. 2025]. Almond, P. & Ferner, A. (2006) American Multinationals in Europe. Oxford: Oxford University Press. Brewster, C. et al. (2016) Global HRM: Managing People in a Multinational Context. London: CIPD. Caligiuri, P. et al. (2020) ‘DEI in global organisations’, Journal of World Business. Collings, D.G. et al. (2019) Global Talent Management. 2nd edn. London: Routledge. Farndale, E. et al. (2017) ‘HR technology adoption’, Human Resource Management. Hofstede, G. (2011) ‘Cultural dimensions’, International Journal of Psychology. Horwitz, F.M. (2015) ‘HR practices in Africa’, International Journal of HRM. ILO (2023) Global Employment Trends for Youth. Geneva: ILO. Perkins, S.J. & Shortland, S.M. (2018) Strategic HRM. London: Kogan Page. Sparrow, P. et al. (2016) Globalizing Human Resource Management. 2nd edn. London: Routledge. Stahl, G.K. et al. (2020) ‘Future of IHRM’, Journal of International Business Studies. Forstenlechner, I. & Baruch, Y. (2013) ‘Emiratisation: Contextualising HRM in the GCC’, Personnel Review, Gallant, M. (2020) ‘Digital Transformation in UAE’s Public Sector HR’, International Journal of Public Administration. Harry, W. (2007) ‘Employment Creation and Localization in the GCC’, International Journal of HRM. Rees, C., Mamman, A. & Bin Braik, A. (2007) ‘Emiratization as a Strategic HRM Change Initiative’, International Journal of Public Sector Management, TalentSprint (2023) Emiratisation Report 2023. Abu Dhabi: Ministry of Human Resources & Emiratisation. Khan, S., El Dahshan, M.E. and Hussain, M., 2020. Digitization of Human Resource Practices in the UAE: Challenges and Future Directions. International Journal of Economics, Commerce and Management. Forstenlechner, I. and Rutledge, E.J., 2010. Unemployment in the Gulf: Time to update the “social contract”. Middle East Policy. Budhwar, P. and Mellahi, K., 2007. Introduction: HRM in the Middle East. The International Journal of Human Resource Management.