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Hrm in International business

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HRM

HRM

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  • 1. Human Resource Management Managing Human Resources in an International Business Munif Ahmad
  • 2. Five Figures Important in InternationalAssignee Importance Factors’ComponentsJob Knowledge and Motivation Flexibility/AdaptabilityManagerial ability ResourcefulnessOrganizational ability Ability to deal with stressImagination FlexibilityCreativity Emotional stabilityAdministrative skills Willingness to changeAlertness Tolerance for ambiguityResponsibility AdaptabilityIndustriousness IndependenceInitiative and energy DependabilityHigh motivation Political sensitivityFrankness Positive self-imageBelief in mission & job Extra-Cultural OpennessPerservance Variety of outside interestsRelational Skills Interest in foreign culturesRespect OpennessCourtesy & tact Knowledge of local language(s)Display of respect Outgoingness & extraversionKindness Overseas experienceEmpathy Family SituationNon-judgmentalness Adaptability of spouse & familyIntegrity Spouse’s positive opinionConfidence Willingness of spouse to live abroad Stable marriage
  • 3. Traits Distinguishing SuccessfulInternational Executives SCALE SAMPLE ITEM Sensitive to Cultural Differences When working with people from other cultures, works hard to understand their perspectives. Business Knowledge Has a solid understanding of our products and services. Courage to Take a Stand Is willing to take a stand on issues. Brings Out the Best in People Has a special talent for dealing with people. Acts with Integrity Can be depended on to tell the truth regardless of circumstances. Is Insightful Is good at identifying the most important part of a complex problem or issue. Is Committed to Success Clearly demonstrates commitment to seeing the organization succeed. Takes Risks Takes personal as well as business risks. Uses Feedback Has changed as a result of feedback. Is Culturally Adventurous Enjoys the challenge of working in countries other than his/her own. Seeks Opportunities to Learn Takes advantage of opportunities to do new things. Is Open to Criticism Appears brittle—as if criticism might cause him/her to break.* Seeks Feedback Pursues feedback even when others are reluctant to give in. Is Flexible Doesn’t get so invested in things that she/he cannot change when something doesn’t work. *Reverse scored
  • 4. Four Step Approach to TrainingOverseas Candidates Level 1 training focuses on the impact of cultural differences, and on raising trainees’ awareness of such differences and their impact on business outcomes. Level 2 training aims at getting participants to understand how attitudes (both negative and positive) are formed and how they influence behavior. Level 3 training provides factual knowledge about the target country. Level 4 training provides skill building in areas like language and adjustment and adaptation skills.
  • 5. Performance Appraisal of International Mangers the expatriate appraisal Five suggestions for improving process:1. Stipulate the assignment’s difficulty level. For example, being an expatriate manager in China is generally considered more difficult than working in England, and the appraisal should take such difficulty-level differences into account.2. Weight the evaluation more toward the on-site manager’s appraisal than toward the home-site manager’s distant perceptions of the employee’s performance.3. If however (as is usually the case), the home-site manager does the actual written appraisal, have him or her use a former expatriate from the same overseas location to provide background advice during the appraisal process.4. Modify the normal performance criteria used for that particular position to fit the overseas position and characteristics of that particular locale.5. Attempt to give the expatriate manager credit for his or her insights into the functioning of the operation and specifically the interdependencies of the domestic and foreign operations.
  • 6. Repatriation Several steps can be taken to avoid repatriation problems: Write repatriation agreements Assign a sponsor Provide career counseling Keep communications open Offer financial support Develop reorientation programs Build in return trips
  • 7. Building Employee CommitmentHRM practices described in this book that can help build commitmentinclude the following: Establish people-first values Guarantee fair treatment Use value-based hiring Provide for employee security Assess the rewards package Actualize employees