The multinational corporations operate from their branches and headquarters spread all over the world to expand and enlarge their reach worldwide. And all these initiatives by the business firms have been supported and encouraged by the gifts of modern technology. This global presence of companies is essentially accompanied by the global presence of their human resource or rather the presence of a workforce that comprises people from different parts of the world. The functions of human resource management become more varied and complex when employees are located around the world. Apart from the factors such as technology, economic systems, legal frameworks and industrial relations, the cultural factors also assume great importance in the managing of a global workforce. And the most prominent manifestation of the cultural challenge is the diversity of modern workforce. The US workforce, for instance, has been increasing day by day in terms of its diversity. More and more women are joining the workforce. The majority of the existing workforce is gradually nearing old age. The number of immigrants has increased manifold over the past few years. People from different racial and religious background have come to form a part of the ever-increasing workforce of the USA, thus adding to its ethnic diversity. Thus the human resource in all transnational business endeavors has become increasingly diverse in terms of age, gender, ethnicity, culture, political views, physical abilities and psychological orientation. This paper aims to explore the different styles of managing and leading such a diverse workforce in the light of international human resource management.
The term diversity used with respect to a workforce simply implies that the working population at the workplace is a heterogeneous mix of people in terms of age, gender, race, religion, culture, education, physical abilities and psychological make-up.