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IHRM PRACTICES OF  UNIVERSITY OF MONASH  by MMH
 

IHRM PRACTICES OF UNIVERSITY OF MONASH by MMH

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IHRM is the methods of selecting, allocating, and utilising human resources effectively in an international context. Monash is distinguished as a leading Australian and Worldwide famous university. To ...

IHRM is the methods of selecting, allocating, and utilising human resources effectively in an international context. Monash is distinguished as a leading Australian and Worldwide famous university. To be successful, the university focuses on attracting, retaining and patronising those educators who are dedicated to best quality student experiences and outcomes. The University has introduced recognizing and rewarding existing educational staff members for exceptional assistance in learning, training and research. The university follow a strong international human resource management strategy for managing its international stuff. This report focuses on IHRM practices in and the IHRM issues face by Monash University. This report focus on following issues:
 How Monash manage its global workforce
 IHRM policies and practices of Monash.
 Recruitment and selection, training, performance management and remuneration process of Monash and etc.

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    IHRM PRACTICES OF  UNIVERSITY OF MONASH  by MMH IHRM PRACTICES OF UNIVERSITY OF MONASH by MMH Document Transcript

    • SPIRKLE EXPRESS IHRM PRACTICES OFUNIVERSITY OF MONASH MD. MUKTADIR HOSSAIN University of Dhaka 10/31/2011 Email: spirkle10@gmail.com Profile: http://mdmuktadirhossain.blogspot.com/ Blog: http://spirkleexpress.blogspot.com/
    • SPIRKLE EXPRESSTable of ContentsExecutive Summary ....................................................................................................................... 3Introduction ................................................................................................................................... 4International HRM Activities ......................................................................................................... 6 Staffing international operations ............................................................................................. 6 International training and development .................................................................................... 7 International remuneration........................................................................................................7 Ethics in IHRM.............................................................................................................................7Trends and future challenges in IHRM...........................................................................................8About University of Monash...........................................................................................................9IHRM ISSUES IN MONASH UNIVERSITY...........................................................................................9 Recruitment Policy in Monash University..................................................................................9 Process of appointment of academic staff...............................................................................10 Mechanism for the selection of educational employees.........................................................10 Expatriate selection..................................................................................................................11 Eligibility criteria.......................................................................................................................11 International Compensation ...................................................................................................12 Staff Development and Performance Management................................................................12Conclusion....................................................................................................................................13Reference List...............................................................................................................................14Available at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 2 of 14
    • SPIRKLE EXPRESSExecutive SummaryIHRM is the methods of selecting, allocating, and utilising human resources effectively in aninternational context. Monash is distinguished as a leading Australian and Worldwide famousuniversity. To be successful, the university focuses on attracting, retaining and patronising thoseeducators who are dedicated to best quality student experiences and outcomes. The Universityhas introduced recognizing and rewarding existing educational staff members for exceptionalassistance in learning, training and research. The university follow a strong international humanresource management strategy for managing its international stuff. This report focuses on IHRMpractices in and the IHRM issues face by Monash University. This report focus on followingissues: How Monash manage its global workforce IHRM policies and practices of Monash. Recruitment and selection, training, performance management and remuneration process of Monash and etc.Available at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 3 of 14
    • SPIRKLE EXPRESSIntroductionHuman Resource Management (HRM) is process of recruiting, managing, and providingdirection to the personnel who work in an organization Human Resource Management is animportant organizational activity that focuses on issues regarding personnel such as hiring,compensation, organization development, performance management, wellness, safety, benefits,employee motivation, training, administration, and communication. Human ResourceManagement is called a comprehensive and strategic approach to managing workforce andenvironment of the workplace. Efficient HRM enables workforce to perform effectively andefficiently to increase the production and achieve the organizational goal.One of the important parts of HRM is International HRM. IHRM is the methods of selecting,allocating, and utilising human resources effectively in an international context. IHRM refers aset of activities that enables organizations to manage workforces at international level to ensuregoal achievement organizational objectives and IHRM includes performing HRM activities suchas such as hiring, compensation, organization development, performance management, wellness,safety, benefits, employee motivation, training, administration, and communication at aninternational context.The process of IHRM would be very simple if the multinational corporations simply trade itsproducts, operating only a few offices in foreign countries. Bit in present world, organisationsspread their activities and operations in a large number of countries. Thus IHRM is an importantpoint for organisations. IHRM is very complex for many organisations. They have to buildintegration among HR practices and policies of its subsidiary firms in different territory in orderto achieve overall organisational objectives. On the other hand, these organisations also ensure asignificant level of flexibility in their IHRM strategy because employees from different countriesare backed by different cultures and social values. Flexibility has a significant influence on theperformance of the employees (Richman et al. May 2008).Because of the forces of globalisation and the demand of the organisations to develop andimplement a strong global strategy, International Human Resource Management (IHRM) isbecoming a prerequisite to success of the organisational. IHRM managers often face difficultiesto decide whether an organisation should develop its human resource policies and practicesAvailable at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 4 of 14
    • SPIRKLE EXPRESSbased on the local context (Lloyd & Härtel 2004). In developing an effective HRM system it isimportant to focus on alignment with performance management system in the organization. Forexample, criteria used for performance management is to be the same as those used for staffing,recruitment and training. This conveys a strong message about what is expected by theorganization from the employees (Pulakos 2004).For the survival in this competitive marketplace, it is necessary to develop a capable and efficientworkforce. Even if there is a probability of shutdown in the global market, Companies continueto expect growth of its activities. But Companies cannot find required number of qualified globalcandidates. It has been a complex issue to determine how companies achieve their goals for staffdevelopment, control and coordination, knowledge transfer, by taking effective staffing policiesand. There are two broad contrasts in global staffing options. The first is an ethnocentricpractices and policy. These policies may based on the view that the first choice for global orparent country positions are the parent country nationals. The second choice may be either aregion-based or geocentric policy that ensures the most suitable employee for the position isselected irrespective of their origin country. Emphasizing on the movement to overseas locationsfrom parent company location is considered to be an important strategy for staffing andworkforce development in a global position. Firms which follow a geocentric staffing policyfocus on employing best person irrespective of nationality and that may include third countrynationals other than the country of the subsidiary and the company’s parent country (Reiche &Harzing December 2009). ThisAvailable at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 5 of 14
    • SPIRKLE EXPRESSINTERNATIONAL HRM ACTIVITIESStaffing international operationsStaffing is one of the major IHRM activities which helps the Multinational National Enterprises(MNEs) to control and co-ordinate their globally spread activities. MNEs traditionally sentemployee from parent-country to abroad to ensure a consistency and compliance between thestrategies and practices of the foreign office and local office. But due to cost issue and careerissue, MNEs started increasingly to employ host-country and nationals to meet the globalstaffing needs (Schuler, Budhwar & Florkowski 2002). There are two types of philosophies forstaffing global operations. One is ethnocentric approach and another is polycentric approach.Organizations that follow ethnocentric approach employ parent-country nationals (PCNs) in keymanagerial positions. Organizations that follow polycentric approach employ host countrynationals to fill key positions in that country.One of the important advantages of ethnocentric approach is that PCNs are familiar with thepolicies and procedures, goals, technology and products of the organization. While disadvantagesof this approach are that it does not develop local managers and expatriates are not coat effective.This approach is used when there is adequacy of local management. It is also useful at theprimary stages of internationalization and when there is a need for close communication andcoordination with Head Quarter.On the other hand, one of the important advantages of polycentric approach is that it is lessexpensive to hire a local employee than to assign an expatriate. Another important point is thatlocal managers can handle sensitive local political issues which are very necessary in manycountries. On the other hand, in this approach it is sometimes difficult to coordinate with HeadQuarter.In the modern age, managers are hired from parent country or host country or third countryregardless of nationality of the person. Thus MNCs can select employees from a greater pool ofcandidates. Staffing in this way is cost effective and helps to be more adaptable with localcultures. Sometimes recruitment is done on a regional basis.Available at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 6 of 14
    • SPIRKLE EXPRESSInternational training and developmentSeveral types of training are required such as orientation, language instruction, cultural training foremployees of MNCs. Many expatriates face different types of social and cultural difficulties in hostcountry. For example, in Japan, though there is sufficient medical care, expatriates and their familymembers remain worried that the Japanese doctors may be able to reveal little to the patients. Anotherimportant issue is cultural shock. Culture shock refers a state of confusion and anxiety resulting from lackof knowledge about how to behave in a specific unfamiliar culture. Cross-Cultural Training is a goodway to reduce the probability of cultural shock. Expatriates also need language training and sensitivitytraining and field experiences. Host country nationals also need continuous training for ensuring long-term success of the organization.International remunerationRemuneration sets a relation between strategy setting and its successful implementation. A propercompensation plan is very important though it is very complex task. Both for expatriates and host countrynationals, proper compensation plan is important. Salary of expatriates is to be determined consideringlocal salary buying power and currency exchange compared with home salary. Any differential effects ontaxes aroused in the assignment should be equalized. Different types of benefits and allowances such ascost-of-living adjustments, stock options, trips home for family, health insurance should be provided.Compensating host-Country Nationals depends on a set of variables including cost of living, local marketfactors, unions, pay scales, and the government involvement in benefits. It is very important to make clearexactly what facilities and salary will be provided for a position.Ethics in IHRMHR needs to play a special role to develop, communicate, monitor, and enforce an organisation’s ethicsprogram. HR is a suitable position to make a significant contribution to create and implement asustainable ethical organizational behaviour. HR managers have specialized skill in organizationalculture, performance management, training, and motivation. These are important factors for integratingresponsibility for ethics into all aspects of organizational structure. Ethical issues are more complicatedfor IHRM because of the difference in cultural, legal and social environments in the organisation isoperated.Available at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 7 of 14
    • SPIRKLE EXPRESSTrends and future challenges in IHRMIn this modern business world, success of HRM across cultures significantly depends onmanager’s capability to adjust with the global trends in HRM (Česynien 2005).Followings areexamples of some recent trends in International Human Resource Management:Employee recruitment needs to be done through careful evaluation of the characteristics of thecandidate and his/her family members. Performance evaluation processes should integrate thetwo sources of assessment information. It helps bringing a balance between host country andhome country evaluations. Remuneration systems should comply with the overall strategic goalof the enterprise. But it should also be consistent with local conditions. Area of Training anddevelopment should be extended. Besides orientation training, development process shouldinclude field experiences and sensitivity training that will help to deal with differences of culture.Managers should be supported to be safe from re-entry complexities, culture shock and careerdevelopment risks.A group of studies investigates the impact of Australian and Western IHRM practices on theperformance of their subsidiaries operated in Asian economy. These studies show businesssolutions to enhance the IHRM practices and contribute in improving Australian-Asian relations.China has created a strong position in the global market. In the Chinese economy competition isincreased inevitably. With response to intense competition organizations are adopting moremarket-oriented HRM approaches. A survey conducted in 2005 on 813 HR personnel in China,shows that there is a positive relationship between integration of HRM policies with businessstrategies and the performance of the firm. The study also shows that HR activities are emergingas an impotent factor in Chinese Businesses (Zhu & De Cieri 2006).Another study examines thecertain features of knowledge sharing in Western enterprises in China and the issues that helpsdetermining the motivation or reluctance of individuals to share knowledge within the enterprise.This study states that organizations in China are more willing to share knowledge than that inWestern countries which is contrary to earlier studies (Hutchings 2005) .Available at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 8 of 14
    • SPIRKLE EXPRESSAbout University of MonashUniversity of Monash is a Victorian University which was established in 1958 by an act of thestate as a result of the Murray report was commissioned by then Prime Minister Robert Menziesin 1957. It is the second university in the state of Victoria. For the first time, the university wasnamed after the prominent Australian general Sir John Monash, in Australia that university wasnamed after a person rather than a city or state. This is a public university and also a member ofAustralias ASAIHL and Group of Eight. Monash has the largest student body in Australia withnear about 39,000 undergraduate and 16000 graduate students. Other than any other university inthe state of Victoria, Monash have a large number of applicants. In 2008 this university attractedmore than $210 million of research investment and grants from various officials andcorporations. With one campus in Malaysia and another in South Arica Monash have eightcampuses six of which situated in the state of Victoria. This university has a graduate researchschool in Mumbai, India and a research and teaching centre in Prato, Italy. For the excellence inresearch and education Monash is distinguished as a leading Australian and Worldwide famousuniversity. Monash has established a great reputation in different sectors and made contributionin different sector of science and technology.IHRM ISSUES IN MONASH UNIVERSITYRecruitment Policy in Monash UniversityIn case of recruitment, Monash University follows a specified policy. The policy to appoint anemployee complies with a lot of legislative and employment frameworks. These policies areimplemented by all of its campus in Australia, Malaysia and South Africa. This policy isdesigned to implement in all the University campuses together in Australia and Internationally.To be a part of this university one has to prove that he/she will best advance its objectives andstrategic vision. The University tries to make sure that from the most suitable labour market theuniversity able to attract quality applicants in an efficient manner. The university make sure, incase of promotion of staff and employee, proper screening processes are adopted. It tries to provethat the employees of the organization are best fit for the position he/she appointed for and theAvailable at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 9 of 14
    • SPIRKLE EXPRESSstaff members meet the goals and objective of the position. It presents a choice of staff directionand introduction agendas to acclimatise novel staff to their working atmosphere, and theorganisation’s worth and priorities.Process of appointment of academic staffIt is recognized by the Monash University that excellence in teaching and learning is the key tosuccess in changing the lives of the students. To be successful the university try to attract, keepand support those educators who are dedicated to best quality student experiences and outcomes.The University has introduced recognizing and rewarding existing educational staff members forexceptional assistance in learning, training and research. Such type of motivation is applicablefor all eligible, existing fixed term and all other academic staff.Mechanism for the selection of educational employeesThree mechanisms are followed for the appointment of academic staff member to an educationfocused role. Dean makes an offer that individual educational employee member following theirpresentation review. Deans, by the advice of chief of Schools or sections and designatedintellectual performance supervisors may, in the way of conversations arising fromthe presentation development procedure, and concern of the Faculty’s research and teachingrequirements, offer educational employees who meet up eligibility criterion the option ofaccepting an agreement variation for an education-focused position. Educational employeesmembers try to find re-negotiate his/her agreement. It may be possible for academic staff torenegotiate academic roles when building upon the Faculty’s research and teaching requirements.The performance development process is the key mechanism for this. The academic staff cansignal their interest at this time, to change positions and suggest sensible steps to move about tothe new role. A schedule for the alteration to the new mix of responsibilities will also be argued.The responsibilities will focus on manifestation of eligibility criterion for the teaching -focusedrole. Dean makes call for terminology of attention for teaching -focused roles by the use ofemail; or to respond teaching load requirements, and to develop and foster teaching superiority inAvailable at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 10 of 14
    • SPIRKLE EXPRESStheir disciplines, faculties may come to a decision to call for expressions of significance fromcurrent educational staff to education-focused roles.Expatriate selectionMonash University send expatriate in both in Short-term assignment and Long-term assignment.Monash takes certain criteria into consideration before sending their employees for internationalassignment. The interpersonal and technical skills of the employees are assessed by the selectioncommittee. A brief pre-departure training for developing skills on cross-cultural managementand issues is provided to selected expatriates. This includes assistance about the relocation andinformation about the host country. Repatriates are provided with physical relocation and re-entry services to their home location, which includes property and general utilities services aswell.Eligibility criteriaThe head of unit, the academic performance supervisor should consider qualities when judge theeligibility criteria. These are • Learning and teaching accomplishments • Records of development performance • The aspiration of career and three work goals. • Sets of unique or specific skill.Relative to their level, the educational staff member have to demonstrate: • promise to learning and teaching superiority • constantly exceptional teaching assessments • management in the growth of education performance and program and • new idea in program that will increase the level of knowledge.Available at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 11 of 14
    • SPIRKLE EXPRESSInternational CompensationMonash considers several factors for determining international compensation. Its compensationpolicy includes basic salary, performance pay, superannuation, and many other benefits. Benefitsinclude cost of living adjustment, relocation allowance, housing allowance or provision ofhousing, expatriate allowance, living away from home allowance, utilities, expatriate medicalinsurance, and etc.Staff Development and Performance ManagementMonash has its academic performance development plan for both academic staffs andprofessional staff. It has process for different conferences, field work, workshop etc fordevelopment of staffs. Monash supports its staff in developing their performance by providingthe facilities and support. It helps staff to develop and maintain standard level of performance.However, Monash takes appropriate disciplinary action if a staff member is performing bellowstandards.Available at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 12 of 14
    • SPIRKLE EXPRESSConclusionEmployee recruitment needs to be done through careful evaluation of the characteristics of thecandidate and his/her family members. Performance evaluation processes should integrate thetwo sources of assessment information. It helps bringing a balance between host country andhome country evaluations. Besides orientation training, development process should include fieldexperiences and sensitivity training that will help to deal with differences of culture. Managersshould be supported to be safe from re-entry complexities, culture shock and career developmentrisks. Monash is distinguished as a leading Australian and Worldwide famous university.Monash has established a great reputation in different sectors and made contribution in differentsector of science and technology. The university follow a strong international human resourcemanagement strategy for managing its international stuff. It has its academic performancedevelopment plan for both academic staffs and professional staff that helps staff to develop andmaintain standard level of performance.Available at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 13 of 14
    • SPIRKLE EXPRESSReference List:Česynienė, R 2005, The Most Recent Trends and Emerging Values in Human ResourceManagement:Comparative Analysis, ENGINEERING ECONOMICS , vol 4 (44), no. 50-51.Hutchings, K 2005, Examining the impacts of institutional change on knowledge sharing andmanagement learning in China: Some challenges for international managers , ThunderbirdInternational Business Review , no. 47(4) , pp. 447-468.Lloyd, SLL & Härtel, CEJ 2004, Predicting IHRM strategy and practice decisions: development ofthe IHRM orientation typology, Cross Cultural Management: An International Journal, vol 11,no. 4, pp. 60 - 76.Pulakos, ED 2004, Performance Management-A roadmap for developing,implementing andevaluatingimplementing and evaluating, SHRM Foundation, p. 34.Reiche, S & Harzing, A-W December 2009, INTERNATIONAL ASSIGNMENTS, InternationalHuman Resource Management, vol A.W.K.; Pinnington A. (ed.), pp. 6-20.Richman, AL, Civian, JT, Shannon, LL, Hill, EJ & Brennan, RT May 2008, , Community, Work &Family, vol 11 No 2, pp. 194-195.Schuler, RS, Budhwar, PS & Florkowski, GW 2002, International Human Resource Management:Review and Critique, International Journal of Management Reviews , vol 4, no. 1, p. 41–70.Zhu, CJ,CB & De Cieri, H 2006, , Academy of International Business Annual Conference, BeijingChina.Available at: http://spirkleexpress.blogspot.com/2011/12/international-hrm-practices-of.html Page 14 of 14