Ihrm

1. IHRM
UNIT 4

2. Directing
 Directing can often become very difficult when people from
multiple countries work together.
 Since cultural differences influence people to work
differently, managers have to adapt themselves in every
unique situation.
 Even language can become a barrier in cross-border
business.
 To deal with such problems, managers can try to involve
people of diverse cultures and nationalities in
management.
 Human resource departments of large companies always
try to encourage cultural diversity in their organizations.
 They even conduct sensitivity seminars to make employees
and managers aware of diverse cultures among their
workforces.

5. Cultivate a positive outlook
Control your emotions
Acknowledge others’ expertise
how a real interest in your colleagues
Find one good trait in every co-worker
Maintain your relationships
Practice empathy
Be assertive
Practice active listening
Enhancing
interpersonal
communication
https://leddygroup.com/knowledgebase/10-tips-improving-interpersonal-
communication-skills/
https://www.kellyservices.ca/ca/careers/career-resource-centre/managing-your-career/nine-
tips-for-improving-your-interpersonal-skills/

6. Multinational performance appraisal

7. IPM
 International human resource managers as well as the managements
of MNCs face a variety of challenges and difficulties in managing the
performance of different types of employees. These challenges
include:
• Total Company versus Parts of it
• Standard Format versus Customized format
• Uniformity of Data of Performance
• Environmental Variations
• Validity of Performance Criteria
• Time and Distance Variations
• Varied Levels of Maturity
• Rater's Competence
• Rater Bias
• Host Environment
• Cultural Adjustments
http://elearning.nokomis.in/uploaddocuments/International%20HRM/ch%207%20Pe
rformance%20Management/PPT/Chapter%2007.pdf

8. AREASTO BE
APPRAISED

14. Performance appraisal aspects of international employees
•Performance criteria hard, soft, & contextual goals
•Who conducts the performance appraisal? typically subsidiary
manager, but could be team of evaluators
•Standardized or customized appraisal forms?
•Frequency of appraisal?
•Performance feedback the communication medium matters
•Appraisal of HCN employees

16. https://slideplayer.com/slide/6338265/
INTERNATIONAL COMMUNICATION

17. LeadershipinGlobalContext
 global leadership must go beyond interaction to the ability
to influence individuals from diverse backgrounds.
 Global leaders are next-generation leaders who expertly
navigate the international landscape, create cross-culture
connections, and foster growth for businesses and
communities around the world.

18. Skills needed
to be an
effective global
leader
 In addition to classic leadership skills, a global leader must:
• Think globally and fully understand the connected and interdependent
nature of our world.
• Have a deep understanding of global and regional business
environments.
• Fully understand world markets, trends, and the connection between
them.
• Understand and develop strategies to overcome international
challenges.
• Understand how to identify and leverage international opportunities.
• Recognize the importance of culture on business, human behavior,
teamwork, work ethics, and goal setting.
• Expertly communicate with people from vastly different backgrounds,
social norms, languages, and life experiences.
• Actively listen and have empathy for those with a completely different
worldview.
• Have strong organizational leadership skills.

19. Why is global
leadership
important?
 The value of global trade increased to a record-breaking
$7.7 trillion in the first quarter of 2022, according to
the United Nations Conference on Trade and
Development. Global trade includes the trade of goods as
well as services. This illustrates the growing
interdependence between nations for the import and
export of manufactured goods, skills, and services.
 It also demonstrates that as we continue to move in a
global direction, more leaders that are equipped to handle
the challenges that come with the territory are needed.


20. What are the
characteristics
of a global
leader?
 A global leader must have the ability to communicate with others in a
way that inspires action and cooperation.
 Cultivating these skills will require strategic thinking, the ability to
solve complex problems, and the following characteristics:
• Resilience and flexibility
• Heightened self-awareness
• Comfort with uncertainty and change
• Adaptability in thought and action
• Empathy and cultural sensitivity
• Long-term thinking
• Open-mindedness
• Ethical value

21. How do you
prepare to be a
global leader?
 Improve your world knowledge
 Consider learning a new language
 Consume media from around the world
 Read books and articles
 Work on your communication skills
 Travel abroad
 Look for local opportunities
https://ejournal.seaninstitute.or.id/index.php/Ekonomi/
article/view/719/584
Article on leadership

22. Why Is
Employee
Motivation So
Important in
the
Workplace?

23. 15 Benefits of
High
Employee
Motivation
 Handle uncertainty better
 Are better problem-solvers
 Are more innovative and creative
 Are proactive
 Are more productive
 Understand the company’s goals better
 Work towards achieving their own goals
 Work towards achieving the company’s goals
 Are more customer-centric
 Stay with the company longer
 Are more adaptable and open to changes
 Are better team players
 Have a good impact on other employees
 Tend to be healthier
 Are brand ambassadors

24. How to
Motivate
Employees:
 Choose the right leaders
 Coach your managers
 Define precise but realistic engagement goals
 Make someone accountable
 Improve internal communications
 Value employees’ work and contribution
 Give structured feedback
 Reward your employees
 Empower your employees
 Encourage creativity and innovation
 Implement learning and development programs


25. How to
Measure
Employee
Motivation
 Performance reviews
 Employee motivation and engagement surveys
 Customer satisfaction surveys

26. Employee Motivation
Hierarchy