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INTEGRATIVE APPROACHES TO HRM
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INTEGRATIVE APPROACHES TO HRM

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INTEGRATIVE APPROACHES TO HRM AND INTERNATIONAL DIMENSIONS OF IR,ROLE OF INTEGRATIVE HRM,Industrial Relation POLICIES & PRACTICES OF MNCs

INTEGRATIVE APPROACHES TO HRM AND INTERNATIONAL DIMENSIONS OF IR,ROLE OF INTEGRATIVE HRM,Industrial Relation POLICIES & PRACTICES OF MNCs

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  • 1. INTEGRATIVEAPPROACHES TO HRM AND INTERNATIONAL DIMENSIONS OF IR By: Shashank Shekhar
  • 2. APPROACHES TO HRM
  • 3. INTEGRATIVE APPROACHES TO HRM Compared To Symphony Orchestra
  • 4. HRM should be integrated into organization’s mainstreamwith.. Proper representation on all major decision making body. Clear definition of Corporate Philosophy and Objectives. Strategic Linkage. Appropriate Accountability.
  • 5. ROLE OF INTEGRATIVE HRMCURRENT ROLES  SUGGESTED ROLES  Idependent Goals  Strategic linkage with goals.  Standardization of HR policies  Flexibility
  • 6. MANAGEMENT PHILOSPHY CURRENT ROLE SUGGESTED ROLE Emphasis on direction  Seek to achieve and control. consensus and commitment. Employee as a cost.  People as resource. Hire and Fire.  Attract and Retain people. Maintain Discipline  Build positive work ethos and organization for employee motivation.
  • 7. PERFORMANCE MANAGEMENT CURRENT ROLE SUGGESTED ROLE Emphasis on feelings  Develop database for and reliance on objective measurement subjective appraisal of facts for analysis with system with an eye on an eye on the bottom harmony. line.
  • 8. RELATIONSHIPS CURRENT ROLE SUGGESTED ROLE Master and servant relationship reinforcing  Emphasize reciprocity the negative, apartheid and mutually in relations feature of the social system in workplace
  • 9. INTERNATIONAL DIMENSION OFINDUSTRIAL RELATION
  • 10. INTRODUCTION Globalization has provided the trade union movement with a number of new strategies to attempt to broaden in a very new way industrial relations at the international level. Unions have sought to exert influence through initiatives at the supra-national and international levels, principally aimed at multinational enterprises, i.e. International Framework Agreements (IFAs). Different MNCs adopt different labor relations strategies in relation to the environmental factors peculiar to each firm.
  • 11. IR POLICIES & PRACTICES OF MNCs Multinational Headquarters involvement in Industrial relations is influenced by several factors :3. Degree of Inter-subsidiary Production Integration :When a subsidiary in one country relies on another foreign subsidiary as a source of components or as a user of its output. In this context, a coordinated industrial relations policy is one of the key factors in a successful global production strategy.6. Nationality of Ownership of the Subsidiary:Nationality of Ownership of the Subsidiary US firms tend to exercise greater centralized control over labor relations than do British or other European firms. US-owned subsidiaries are much more centralized in labor relations decision making than the British-owned
  • 12. Contd… International Human Relation Management Approach :An Ethnocentric predisposition is more likely to be associated with various forms of industrial relations conflict. Conversely, more geocentric firms will bear more influence on host-country industrial relations systems, owing to their greater propensity to participate in local events. Prior Experience in Industrial Relations: Prior Experience in Industrial Relations European firms tend to deal with industrial unions at industry level (frequently via employer associations) rather than at the firm level. The opposite is more typical for U.S. firms In the U.S., employer associations have not played a key role in the industrial relations system, and firm-based industrial relations policies are the norm.
  • 13. Contd.. Subsidiary Characteristics:Where the parent firm is a significant source of operating or investment funds for the subsidiary – a subsidiary is more dependent on headquarters for resources – there will tend to be increased corporate involvement in industrial relations and human resource management. Characteristics of the Home Product Market:Characteristics of the Home Product Market Lack of a large home market is a strong incentive to adapt to host-country institutions and norms. If domestic sales are large relative to overseas operations (as is the case with many US firms ), it is more likely that overseas operations will be regarded as an extension of domestic operations. For European firms , international operations are more like to represent the major part of their business.