This document discusses global human resource management (GHRM). It defines GHRM as procuring, allocating, and utilizing human resources in multinational corporations. GHRM activities include determining HR strategy, staffing, performance evaluation, management development, compensation, and labor relations on a global scale. The document outlines different approaches to GHRM like ethnocentric, polycentric, regiocentric, and geocentric. It also discusses factors affecting GHRM like culture, economics, laws, and multicultural workforces. Key GHRM areas like staffing, training, performance appraisal, compensation, and international labor relations are summarized.

1. GLOBAL HUMAN RESOURCE
MANAGEMENT
Instructor
Mr. Shyamasundar Tripathy

2. Definition of Global Human
Resource Management/IHRM
 IHRM is the process of procuring, allocating and
effectively utilizing human resources in multinational
corporation.

3. What is Global Human Resource
Management
As a field it is about: the understanding, researching,
applying and revising all human resource activities in
their internal and external contexts as they impact
the process of managing human resources in
enterprises throughout the global environment to
enhance the experience of multiple stakeholders,
including investors, customers, employees, partners,
suppliers, environment, and society.

4. Forms of International HRM
 Operation of parent-country firms
 Operation of foreign firms in the home country
 Operation of Third party nationals
 Employment of foreign citizens (or recent immigrants
and/or their families

5. Strategic objective of GHRM/IHRM
 Problem of integration.(HQ to Subsidiary)
 Problem of differentiation.(Flexibility in policies and




practices)
Involves constantly changing perspectives
Requires more involvement in employees personal
lives
Is influenced by more external sources.
Involves a greater level of risk than typical domestic
HRM

6. DIFFERENCES BETWEEN DOMESTIC AND
INTERNATIONAL HRM
 Responsibility for greater number of activities
 Need for greater level of expertise
 e.g. employment laws
 Necessity for closer involvement with employees (e.g.
expatriate families
 Greatly expanded and different mix of employees
 Having to deal with more external influences
 Having to face greater exposure to problems and difficulties

7. Approaches to GHRM/IHRM
 Ethnocentric.
The MNC simply exports HR practices and policies
from home contrary to Subsidiaries in foreign
location.
 Polycentric
HR policies are adapted to meet the circumstances in
each foreign country. The subsidiaries are basically
independent from headquarters.
 Regiocentric
HR policies are coordination within the region to as
great extent as possible.
 Geocentric.
HR policies are developed to meet the goals of global
network of home country locations and foreign
subsidiaries.

8. Global Human resource management (GHRM) refers
to the activities an organization carries out to utilize
effectively its human resources in internationally.
These activities include:
 determining the firm's human resource strategy
 staffing
 performance evaluation
 management development
 compensation
 labor relations

9. Factors affecting GHRM/IHRM
 Cultural Factors
 Economic Risk
 Economic Systems
 Legal environment and Industrial Relation
 Multi-National Employer
 Multicultural workforces
 Expatriate work assignment

10. THE STRATEGIC ROLE OF INTERNATIONAL HRM
Success in international business requires that HRM
policies be congruent with the firm’s strategy

11. STAFFING POLICY
Staffing policy is concerned with the selection of
employees who have the skills required to perform a
particular job.
 Types of Staffing Policy
 Expatriate Managers

12. TRAINING AND MANAGEMENT DEVELOPMENT
 Training begins where selection ends and it focuses
upon preparing the manager for a specific job
 Management development is concerned with
developing the skills of the manager over his or her
career with the firm

13.  Training for Expatriate Managers
 Repatriation of Expatriates
 Management Development and Strategy

14. PERFORMANCE APPRAISAL
How should the performance of expatriate managers be
evaluated?
 Performance Appraisal Problems
 Guidelines for Performance Appraisal

15. COMPENSATION
How should compensation packages be structured for
expatriates?
 National Differences in Compensation
 Expatriate Pay

16. INTERNATIONAL LABOR RELATIONS
 A key issue in international labor relations is the
degree to which organized labor is able to limit the
choices available to an international business
 A firm's ability to pursue a transnational or global
strategy can be significantly constrained by the actions
of labor unions

17.  The Concerns of Organized Labor
 The Strategy of Organized Labor
 Approaches to Labor Relations

18. Thank you