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IHRM2_1420_CMBA4_Bhawani Singh

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IHRM2_1420_CMBA4_Bhawani Singh

  1. 1. 1 MBA7008: International Human Resource Management, Part- 2 SEMESTER 2: 2014 – 2015 SUBMITTED TO: Prof: - DR.GINLIANLAL BUHRIL SUBMITTED BY: BHAWANI SINGH RATHORE CARDIFF MET ID: ST20076707 COLLEGE ID: 1420 MBA (CARDIFF METROPOLITAN UNIVERSITY, UK) UNIVERSAL BUSINESS SCHOOL KARJAT, MUMBAI, MAHARASHTRA
  2. 2. 2 Analysis of Training & Development Figure: 1.0- Source:- www.allencomm.com “Practice is the hardest part of learning, and training is the essence of transformation.” - Ann Voskamp In direction to bear and participate in this global world of business, role of human resource has become a serious part of firm’s fundamental competency and viable benefit. As, many Multinational Companies had witnessed lot of issues in their assignments by not giving pre- departure training to Host Country Natives. “Training and development activities are part of the way in which the multinational builds it stock of human resources.” - (Dowling, 2008) The moment an employee is selected for an expatriate designation for the international projects at abroad, pre-departure training is the next critical stage to reassure the expatriate’s enactment and attainment in overseas projects.
  3. 3. 3 Figure: 1.1- Cross Cultural Training Model Length of Stay The Mendenhall, Dunbar and Oddou cross-cultural training model CROSS-CULTURAL TRAINING APPROACH Immersion Approach Assessment Center, Field Experiments, Simulations, Sensitivity Training, Extensive Language Training. Affective Approach Culture Assimilator Training, Role-playing, Critical Incidents, Cases, Stress reduction Training, Moderate Language Training. Information-Giving Approach Cultural Briefings, Area Briefings, Films/Books/Videos, Use of Interpreters, ‘Survival-Level’ language training. 1 month or Less 2-12 Months 1-3 Years LowModerateHigh High Low LevelofRigorfffgggg 1-2 Months + 1-4 Weeks Less than a week LengthofTraining
  4. 4. 4 The moment employee is selected for the global projects as expatriate, he/she is being given a pre- departure training in which cross-cultural training is the necessary chunk as the tough the new ethos is for the expatriate the harder is the training is required. “Tougher the training, easier the war.” – Combat Quote for Army Soldiers In cross-cultural drill, employee is taught to learn and grasp different kinds of social-cultural changes, climate, traditions and ethos in his/her routine behavior which he/she will be facing on the international projects at overseas. Only cross-cultural training is not only required for the role of expatriate as there are lots of qualities to learned and acquired meanwhile his/her pre-departure training sessions more. In pre- departure training, initial appointments are also arranged for the role of expatriate as well as for their family affiliates in which expatriate and his/her family associates are being deployed to the host country to explore their beliefs. Excluding these, there is linguistic training programmes, real life conditions role play and partner and family associates training sessions as well so that they can be effortlessly adapt the culture and traditions and beliefs of the host country. In Honda MotoCorp India, initial phase of pre-departure training is the first visit of the expatriate as well as his/her partner and family associates so that expatriate can realize that he/she and his/her family members can adapt in that sort of new culture, tradition and lifestyle or not. As Honda MotoCorp, Board of Directors are very thoughtful about their work atmosphere specifically on these international assignments they take extra care because their brand name is also included with the expatriate who are working for them overseas on their international projects and that’s the major reason they don’t take it casual in their global projects. After the expatriate homecoming from his/her visit to overseas and giving the feedback for other whether other expatriates who’ll going to same host and if some new employees are eager to go for overseas projects then further required procedure of pre-departure training is needed in which the expatriates gets into global projects, their partner and family associates are taught about the host country’s principles, host country’s dialects and furthermore, expatriate is been prepared for his/her global projects which they are expected to perform at the host nation.
  5. 5. 5 Analysis of Reward Systems Figure: 1.2- Employees working for an company always believes to give their best out of his/her potential and skills for their company and when there is a employees in the organization who motivates his/her superior and subordinates with his/her positive attitude and showing the zeal to work in concern for the benefit of the company, it shows that each and every employee can produce great results out of his/her competency for the organization. One of the important/major influences of employees is giving rewards or good remuneration, bonus and special gift or promotion on the basis of his/her individual or team performance or performance appraisals to the employees for their performance in favor of the company. As, international company nowadays are deploying their competent employees as expatriates overseas for their global projects apart from that the training they offer for their employees and providing lot of special amenities as rewards to keep them motivated with their best competency such as: a good villa or residence to reside with all the security parameters taken care of at overseas or host country with their family and spouse, free meals, staffs like chef, cleaning boy, security guards, facilitating with their own taste kind of meals and cuisines to eat, conveyance tariffs, travelling facilities like car and other required facility by the expatriates and other expenses occurring out of their way at abroad and providing them letter of commendation performing outstanding overseas, special stipends likes bonuses, promotions etc. As, “Reward System should be regarded as ‘pay-off’ for performance.” (Pattanayak, 2010)
  6. 6. 6 Figure: 1.3- Determinants of Rewards Figure: 1.3- can explain on what standard parameters or scale the company should choose to reward their employee or an expatriate for his/her work for the global projects. After knowingly when the company deploying its best selected employees for the international projects overseas, they starts evaluating by taking performance and assessment reports of its employees to know how real the expatriate in the company is working with his/her competency and skills when deployed at different location and different country. And through assessment reports company can easily judge whether he/she is honest to his/her job as assigned for or not or is just wasting his/her time as an visit trip to another country as his/her leisure time, whether he/she is putting his/her heart out skills on test for the projects, generally it helps to judge to arise at an outcome that whether the company is getting some benefit and fruitful result by deploying the best employee for the concerned project or not overseas. ENACTMENT CAREER EXERTION UNRESTRICTED PERIOD EFFORTS EXPERTISE SUPERIORITY DETERMINANTS of REWARDS
  7. 7. 7 After having all the performance report of expatriate and evaluating it, company selects whether to reward that employee for his/her individual performance he/she has showed up during the international project he/she is deployed at abroad or not. If the expatriate has performed as per the expectations of the company whatever he/she is been expected to do well then a company can: 1. Promote him/her. 2. Give him/her bonus as cash reward. 3. Give furthermore projects to work upon with the same passion, dedication and hard work if employee (expatriate) wishes to retain him/herself at the host country. 4. Honor them with gifts - Letter of appraisal, appreciation, commendation and certificate like best employee of the concerned project, best employee on overseas projects globally or so on. 5. Appreciating the expatriate by recognition at office in front of all the employees. Honda MotoCorp, India- trails the Expectancy Model for their reward scheme. Rendering to the study in this company researcher came to know that as soon as the employee joins the company or he/she is appointed as an expatriate their training starts. Training for the new joinees and the training for the employees appointed as expatriate is entirely different from each other. Honda MotoCorp attempts to make their employees dynamic. Conferring to them a dynamic employee works more competently than an employee which deficiencies self-motivation. So, to get the best out from their employees company confirms that they are self-motivated to do their work. Honda gives reward to its expatriates if he/she is designated and is equipped to fly overseas for his/her global projects. It delivers the expatriates all expenditures compensated tour to abroad till he/she is there for their projects. Excluding this company also arrange for letter for appreciation and certificate on fruitful conclusion of expatriate’s global projects. It also springs elevation to the expatriate by adjudicating his/her routine and the excellence of exertion he/she has completed in the assigned project abroad.
  8. 8. 8 Analysis of Employee Relations Figure: 1.4- Source:- http://www.stepsahead.com.pk/ To be a prosperous company they must retain quality employees and taking care of their issues as family. Company is like a family where each and every employee should have faith and esteem for each other, they should be taught to treat each other well and support each like one team working for common interest in favor to the company and when problem arises they should be standing next to each other to handle any problem which may come on their way whatever it maybe, which in result will do the favor the company at the end. For an expatriate it is very important to study the culture of the company for which he/she will be assigned overseas for the international projects. He/She should admire their values, culture as well as their employees to improve the mutual relationship among each other. An expatriate is expected to face some daily routine issue in concerned of employee relations at different location deployed at, hence he/she is required to have pre-departure training for these kind of situations at the host country. As, after going to foreign country he/she can face several kinds of problems like violence, constitutional issues in terms of laws, his/her safety, well-being etc. Being an expatriate is always at tougher task to go fly abroad and perform at new locations in different work atmosphere with different kind of people altogether under one roof and then after delivering the projects consistently successfully is a tough task to do.
  9. 9. 9 Figure: 1.5- Problems of International Employee Relations N Honda MotoCorp, India is responsive of these matters very well and constantly make their employees attentive throughout their pre-departure training and as discoursed before also they deploy their few selected employees only and their personal associates or partner to fly along with the expatriate overseas in which expatriate is working at job, company observes whether he/she can fine-tune with their ethos or not and if not then he/she have a option of refusing that proposal previously going for the last project so as to dodge the expatriate disappointment. Throughout the pre-departure working out employees are also told to be conscious about the pros and cons of flying to the host country like extremists occurrence and their régime guidelines and protocols. In the company employees past chronicles are also tested that how he/she had been with their International Welfare & Healthiness International Safety & Extremism INTERNATIONAL EMPLOYEE RELATION PROBLEMS International Employment & Administration Associations Retaining the Expatriate Employee
  10. 10. 10 associates throughout his/her excursion in the company so far, whether he/she is co-operating well or not, whether he/she stimulates or discourages his/her aristocracies through hitches in the companies, whether he/she is a team player and can confront the difficulties tackled by the company or not. Subsequently adjudicating these possessions then the company agrees to refer an employee for the global projects so that he/she can perform appropriately in the company overseas and can also backing the associates of the company in requisite.
  11. 11. 11 Analysis of Management of Diversity Figure: 1.6- Source: - www.timesofmalta.com Since 2006 the realm of multiplicity management is completely transformed. In this globalized realm public have changed a lot in numerous means like age, femininity, competition, background, community prestige, immobilized ones, nuptial eminence, sensual alignment, behavior, conviction and cultural belief. But in abroad, societies are detached by belief and traditions. In this comprehensive biosphere of multiculturalism is the most key factor. A multi-beliefs and annoyed- beliefs labor force is a mutual cord not only in the domestic companies as well as in international companies as well. “Diversity may be the hardest thing of the society to live with, and perhaps the most dangerous for society to be without.”- William Sloane Coffin Jr. Source: - quotesgram.com The basic to diversity management orbits nearby the deliberate discerning and public-oriented strategies. Mutually human resource management and diversity management is apprehensive with the role of human resource utility to corporate strategy.
  12. 12. 12 Figure: 1.7- Outline of HR Diversity Management Source: - (Jie Shen, 2009) Diversity Management Issue - EEO/AA - Escalating and creating custom of diversity Functional level HR practice Teaching employees, networking communication, stretchy service and backing for making work-life stability STRATEGIC LEVEL HR PRACTICE Structural diversity ethos (assurance of means and governance), Dream, mission, corporate strategy and HR strategy which worth’s diversity, dignified HR plans, determining and reviewing diversity. Tactical Level of HR practice Employment, training and development, evaluation, reward Line Management Participation Diversity Management Objectives - Agreement with EEO and AA constraint - Modernization/ Resourcefulness - Openness - Employee attraction and retaining - Turnover and nonattendance decline - Better marketing competence - Extraordinary organizational performance
  13. 13. 13 Throughout this day to day transforming biosphere and varying man force, to persist in business companies are making themselves globally competitive and are giving distinctive initiative for ambitious women and indigenous segment. Subsequently studying this diversity management researcher determines that the above figured figure is displaying three noticeable structures of HR diversity practices which are displaying low employability of females and sectional level employees in this 21st century also. These people are also exaggerated at the stage of training, performance appraisal and at the time of promotion. Honda MotoCorp, India top-level management completely differs with this and does not have faith in class and lower segment system. Agreeing to this the researcher studied in this company everybody is treated by the same token and there is equal reward system for all men, women, other race employees and minority level employees. They have faith in that this is their whole one as family and if anybody will distinguish amongst their family affiliates then their company will not tolerate it at all, and as result somehow these kind of incidents may affect the company’s brand image in this competitive world.
  14. 14. 14 Analysis of Performance Management, Policies and Practices Figure: 1.8- Source: - www.hrmconsulting.com Choosing an best employee as an expatriate through numerous procedures for an global project does not mean that employee who are going abroad for an international project may perform in with same efficiency and competency they perform at their own country. To perform with their competency, expatriates need to study about their job what they are expected in the project as role assigned abroad because there may be particular set deadline to complete the project and various other factors which may not be in his/her control and which may go adverse to his/her performance at abroad. “Performance Management is a process that enables the multinational to evaluate and continuously improve individual, subsidiary and corporate performance, against clearly defined, pre-set goals and targets.” – (Dowling, 2008)
  15. 15. 15 Figure: 1.9- Components of Performance Management Training (Dowling, 2008) The modules of global performance organization delivers a good initial opinion for the study and is the connection among the international strategies and person’s objectives. Individual should also notice that whatever he/she is doing is rendering to this global atmosphere because if he/she will accept his/her old approaches to do work then may be it outcomes to nil due to altering expertise and atmosphere or he/she can come up with something exclusive then may be its imaginable to get success in abroad or else he/she have to study about the tools which are used there to make their project a successfully delivered project. Accepting the new expertise or coming up with some exclusive awareness is not enough. There should be: Multinational’s Global Strategies and Goals Subsidiary Goals Individual Employee (PCN, TCN, HCN) job goals and standards Job Analysis Performance Appraisal
  16. 16. 16  A good reward system.  A good head office backing.  Duty attained by the expatriate.  The atmosphere in which the expatriate can accomplish fit.  Adaptable atmosphere so that the expatriate is contented to do his/her job. After being selected, expatriate should know that he/she have to give their best for their global project and also they should be dynamic to do the project and it should not be taken casual for the sake of the company and their superior else it could shrinkage the level of enactment and henceforth to expatriate catastrophe or low worth of work. At Honda MotoCorp, India researcher witnessed that they trails a proper model of expatriate’s performance which is been shown in the figure: 1.10 as under.
  17. 17. 17 Figure: 1.10- Expatriate’s Performance Management Model at Honda MotoCorp, India Source: - As explained to researcher by GM, Honda MotoCorp, India Maturity level of the company in the host country International Context Culture in the home and host country Domestic Context Type of Job and structure the organization follows Organizational Context Strategies & goals of a company Daily Management companyInternational Business Operation Phases Clarification of performance expectations Performance Evaluation Training & Development Performance associated pay Other commitments of organization TopManagementSupport
  18. 18. 18 Honda MotoCorp, India, top level management rely on that they should tell explain each and every aspect of global project to the employee during the period of pre-departure training i.e.; about the salary, overseas conditions and his/her performance expectation from the expatriate, persistence of the company is take all the aspect out of his/her way which may affect an expatriate’s performance. Through this a company enable a mechanism through which an expatriate can his/her best during the projects overseas.
  19. 19. 19 Figure: 1.11- Bibliography Source:- www.formatgenerator.com Text Books: 1. Aswathappa, K. (2012), Organisational Behavior, Tenth Edition, Himalaya Publishing House. 2. Bose, Chandra D. (2010), Principles of Management and Administration, Eighth Edition, PHI Learning Private Limited. 3. Cardy, Robert L., Balkin, David B. and Mejia Gomez, Luis R. (2010), Managing Human Resources, PHL Learning Private Limited. 4. Carter, Earl MA and McMahon, frank A. (2006), Improving Employee Performance, First Edition, Kogan Page. McGraw Hill Education Private Limited. 5. Cascio, Wayne F. and Nambudiri, Ranjeet (2010), Managing Human Resources, Eighth Edition, Tata McGraw Hill Education Private Limited. 6. Gupta, C.B. (2011), Business Organisation and Management, 14th Edition, Sultan Chand and Sons. 7. Harris, O.Jeff and Hartman, Sandra J. (2006), Organizational Behavior, Fourth Edition, Jaico Publishing House. 8. Hersy, Paul, Blanchard, Kenneth H. and Johnson, Dewey E. (2011), Management of Organizational Behavior, Ninth Edition, PHI learning Private Limited.
  20. 20. 20 9. Khanka, S. S. (2012), Human Resource Management, Eighth Edition, S. Chand and Company Limited. 10. Koontz, Harold and Weihrish, Heinz (2011), Essentials of Management, Fourth Edition, Tata McGraw Hill Education Private Limited. 11. Legge, Karen (2006), Human Resource Management, Second Edition, Palgrave Macmillan. 12. Luthans, Fred (2011), Organisational Behavior, Twelth Edition, McGraw Hill International Edition. 13. Mandal, S. K. (2011), Management Principles and Practice, First edition, Jaico Publishing House. 14. Massie, Joseph L. (1987), Essentials of Management, PHL Learning Private Limited. 15. McShane, Steven L., Von Glinow, MaryAnn and Sharma, Radha R. (2008), Organisational Behavior, Fourth Edition, Tata McGraw Hill Publishing Company Limited. 16. Moshal, B.S. (2010), Organisational Theory and Behavior, Second Edition, Ane Books Private Limited. 17. Newstorm, John W. (2013), Organisational Behavior, Twelth Edition, Tata McGraw Hills Education Private Limited. 18. Olswal, David L. (2010), Managerial Issues of Enterprise Resource Planning Systems, Eighth Edition, Tata McGraw Hill Education Private Limited. 19. Pareek, Udai (2007), Understanding Organisational Behavior, Second Edition, Oxford University Press. 20. Pattnayak, Biswajeet (2005), Human Resource Management, Third Edition, PHI Learning. 21. Punnett, Betty Jane (2004), International Perpectives on Organizational Behavior and Human Resource Management, First edition, PHI Learning Private Limited. 22. Robbins, Stephen P. and DeCenzo, David A. (2012), Human Resource Management, Tenth Edition, Wiley-India. 23. Riley, Pippa (2011), Organizations and Behavior, First Edition, Viva Books. 24. Sadri, J., Sadri, S. and Nayak, N. (2011), A Strategic Approach to Human Resource Management, Second Edition, Jaico Publishing House.
  21. 21. 21 25. Stoner, James A. F., Freeman, R. Edward and Gilbert, Daniel R. (2009), Management, Pearson. 26. Sullivan Nuala O. (2011), Human Resource Management, First Edition, Hodder Education. Journals: 1. Journal of Organization and Human Behavior Volume: 3 Issue: 1 Date: Jan, 2014 2. A Quarterly Journal of Responsibility Management Volume: 39 Issue: 1 Date: Feb, 2014 3. International Journal of Business Administration and Management Volume: 4 Issue: 2 Date: July-Dec, 2014 4. Indian Journal of Training and Development Volume: 44 Issue: 3 Date: July-Sep, 2014 5. Indian Journal of Management and Human Resource Volume: 4 Issue: 1 Date: Jan-June, 2014 6. International Journal of Human Resource Development and Management Review Volume: 4 Issue: 2 Date: July-Dec, 2014 7. International Journal of Human Resource Management Volume: 2 Issue: 3 Date: 1991 8. The International Journal of Human Resource Management Volume: 20 Issue: 2 Date: Feb,2009

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