Globalization and changing face of hrm
•Download as PPTX, PDF•
6 likes•8,163 views
Globalization has impacted industries, employers, and employees in several ways. It has increased economic independence among nations and the flow of capital, information, and technology across borders. Employers have responded by moving production overseas to reduce costs, outsourcing work, and increasing temporary and part-time positions. They have also pushed to decentralize collective bargaining and make labor markets more flexible. As a result, traditional human resource management has been challenged, with fewer permanent positions and more alternative work arrangements.
Report
Share
Report
Share
![[object Object],Industries Employers employees](https://image.slidesharecdn.com/globalizationandchangingfaceofhrm-110410015815-phpapp02/85/Globalization-and-changing-face-of-hrm-1-320.jpg)
![Globalization and changing face of HRM ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Flexible Working Arrangements
The document discusses various types of flexible working arrangements that companies can implement. It describes seven types: telecommuting, remote working, condensed workweeks, customized working hours, part-time positions, job sharing, and flexible vacation time. Flexible working arrangements can provide benefits like increased employee productivity, ability to accommodate multiple generations in the workforce, and enabling of effective virtual teams. However, benefits of flexibility are not always clearly defined, so more research is needed to outline tangible benefits and ensure successful implementation.
Influence Of Technology On Human Resource Management
This document discusses the influence of technology on human resource management (HRM). It outlines how technology has transformed recruitment, training and evaluation, communication, applicant tracking systems, teleworking, and the future of HRM. Some key points include: 79% of Global 500 companies use the internet for recruitment, which provides lower costs, quicker hiring, and access to more candidates. Technology allows for tracking employee skills, training, evaluations, and using that data to help managers provide development opportunities. It also speeds up communication and productivity within organizations. The future of HRM will focus on employee experience over engagement, digitalized HRM systems, people analytics, and the growing gig economy of freelancing. Overall, technology significantly impacts all areas of H
Differences between international and domestic HRM
International HRM manages human resources across national borders to achieve organizational goals globally, while domestic HRM focuses on human resources within a single nation. There are key differences between the two:
International HRM is more complex due to managing employees from many countries and dealing with external factors like cultural and institutional differences. Domestic HRM operates within a single national environment. International HRM also involves additional activities like expatriate management and setting up country-specific HR systems, while domestic HRM focuses on limited national activities. Managing risks and addressing issues for multiple nationalities further adds to the complexity of international HRM compared to domestic HRM.
International human resource management.2 (1)
This document discusses international human resource management (IHRM). It defines IHRM as procuring, allocating, and utilizing human resources in a multinational corporation while balancing integration and differentiation of HR activities across foreign locations. The document outlines the objectives, importance, strategic functions, and factors influencing IHRM. It also discusses different IHRM strategies and staffing policies for multinational companies.
Techniques of hr demand forecasting
This document discusses techniques for forecasting human resource demand, including:
- Managerial judgement, which can take a bottom-up or top-down approach with participation.
- Work study technique, which estimates future man-hours needed based on estimated production levels, standard man-hours per unit, and employee work ability in man-hours.
- Ratio-trend analysis, which estimates future worker needs based on past ratios of production levels to number of workers.
It also briefly mentions econometrics models using mathematical and statistical techniques, and the Delphi technique.
HUMAN RESOURCE PLANNING(SHRM)
This document provides an overview of human resource planning. It discusses that human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills in the right positions at the right time. It then describes the objectives, types (aggregate and succession planning), and strategies of human resource planning. Succession planning specifically aims to identify and prepare key staff for future management roles.
SUCCESS & FAILURE OF OD
Organizational design is a methodology to identify and address dysfunctional aspects of an organization's structure, workflows, and systems. When done effectively, it leads to improved results through a more aligned and efficient organization. However, redesign efforts often fail due to common mistakes such as lacking clear goals, structuring around individuals rather than strategy, and causing unnecessary disruption. Other failures include bypassing assessment of the current state, breaking confidentiality, and not establishing formal change management. To succeed, organizational redesign must be driven by strategy, minimize disruption, and implement clear communications.
5 c model of hrm impact
The 5C model of HRM impact groups HR effectiveness into five clusters: compliance, client satisfaction, culture management, cost control, and contribution. Compliance ensures organizational practices follow employment and safety laws. Client satisfaction measures internal and external customer feedback. Culture management monitors and manages employee attitudes around job satisfaction and commitment. Cost control increases efficiency while reducing expenses like absences. Contribution is how HR practices shape employee behavior to help the organization achieve its goals through performance, skills, and motivation.
Recommended
Flexible Working Arrangements
The document discusses various types of flexible working arrangements that companies can implement. It describes seven types: telecommuting, remote working, condensed workweeks, customized working hours, part-time positions, job sharing, and flexible vacation time. Flexible working arrangements can provide benefits like increased employee productivity, ability to accommodate multiple generations in the workforce, and enabling of effective virtual teams. However, benefits of flexibility are not always clearly defined, so more research is needed to outline tangible benefits and ensure successful implementation.
Influence Of Technology On Human Resource Management
This document discusses the influence of technology on human resource management (HRM). It outlines how technology has transformed recruitment, training and evaluation, communication, applicant tracking systems, teleworking, and the future of HRM. Some key points include: 79% of Global 500 companies use the internet for recruitment, which provides lower costs, quicker hiring, and access to more candidates. Technology allows for tracking employee skills, training, evaluations, and using that data to help managers provide development opportunities. It also speeds up communication and productivity within organizations. The future of HRM will focus on employee experience over engagement, digitalized HRM systems, people analytics, and the growing gig economy of freelancing. Overall, technology significantly impacts all areas of H
Differences between international and domestic HRM
International HRM manages human resources across national borders to achieve organizational goals globally, while domestic HRM focuses on human resources within a single nation. There are key differences between the two:
International HRM is more complex due to managing employees from many countries and dealing with external factors like cultural and institutional differences. Domestic HRM operates within a single national environment. International HRM also involves additional activities like expatriate management and setting up country-specific HR systems, while domestic HRM focuses on limited national activities. Managing risks and addressing issues for multiple nationalities further adds to the complexity of international HRM compared to domestic HRM.
International human resource management.2 (1)
This document discusses international human resource management (IHRM). It defines IHRM as procuring, allocating, and utilizing human resources in a multinational corporation while balancing integration and differentiation of HR activities across foreign locations. The document outlines the objectives, importance, strategic functions, and factors influencing IHRM. It also discusses different IHRM strategies and staffing policies for multinational companies.
Techniques of hr demand forecasting
This document discusses techniques for forecasting human resource demand, including:
- Managerial judgement, which can take a bottom-up or top-down approach with participation.
- Work study technique, which estimates future man-hours needed based on estimated production levels, standard man-hours per unit, and employee work ability in man-hours.
- Ratio-trend analysis, which estimates future worker needs based on past ratios of production levels to number of workers.
It also briefly mentions econometrics models using mathematical and statistical techniques, and the Delphi technique.
HUMAN RESOURCE PLANNING(SHRM)
This document provides an overview of human resource planning. It discusses that human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills in the right positions at the right time. It then describes the objectives, types (aggregate and succession planning), and strategies of human resource planning. Succession planning specifically aims to identify and prepare key staff for future management roles.
SUCCESS & FAILURE OF OD
Organizational design is a methodology to identify and address dysfunctional aspects of an organization's structure, workflows, and systems. When done effectively, it leads to improved results through a more aligned and efficient organization. However, redesign efforts often fail due to common mistakes such as lacking clear goals, structuring around individuals rather than strategy, and causing unnecessary disruption. Other failures include bypassing assessment of the current state, breaking confidentiality, and not establishing formal change management. To succeed, organizational redesign must be driven by strategy, minimize disruption, and implement clear communications.
5 c model of hrm impact
The 5C model of HRM impact groups HR effectiveness into five clusters: compliance, client satisfaction, culture management, cost control, and contribution. Compliance ensures organizational practices follow employment and safety laws. Client satisfaction measures internal and external customer feedback. Culture management monitors and manages employee attitudes around job satisfaction and commitment. Cost control increases efficiency while reducing expenses like absences. Contribution is how HR practices shape employee behavior to help the organization achieve its goals through performance, skills, and motivation.
Retention strategy
Retention strategies are policies and plans that organizations follow to reduce employee turnover and attrition and ensure employees are engaged and productive long-term.
Ihrm ppt
The document discusses international human resource management (IHRM). IHRM involves procuring, allocating, and utilizing human resources across international businesses. Key aspects of IHRM include managing expatriates, adapting to globalization, and effectively using employees in corporate offices and foreign plants. IHRM models involve various HR activities and types of employees from home, host, and third countries. Characteristics include more HR activities, a broader perspective, and external influences.
Compensation management
This document discusses compensation and wage theories. It provides an overview of different types of compensation including direct and indirect compensation. It also covers various wage concepts like minimum wage, living wage, and fair wage. Several theories that seek to explain how wages are determined are outlined, including the subsistence theory, wage fund theory, surplus value theory, residual claimant theory, marginal productivity theory, bargaining theory, and behavioural theory. The goals of compensation administration are noted as designing a cost-effective pay structure to attract, motivate and retain competent employees.
Chapter 3 international staffing
Prof. Preeti Bhaskar's presentation discusses key aspects of international staffing and expatriate management. It covers approaches to staffing multinational corporations, including ethnocentric, polycentric, geocentric, and regiocentric policies. It also examines factors for expatriate success and failure, selection techniques for expatriates, and ways to reduce expatriate failure rates such as improving selection procedures.
International Human Resource Managment
This document discusses international human resource management. It covers topics such as the characteristics of IHRM, the need for a broader perspective when working internationally, different types of expatriate employees, the expatriate assignment life cycle, challenges of expatriate assignments like culture shock and failure, training programs, compensation packages, repatriation processes, and managing a multicultural workforce. The overall purpose seems to be to provide an overview of the key aspects and considerations of international HRM.
Principles underlying job enlargement, job enrichment and job rotation
This slide explains about the importance and effects of Job enlargement, Job Enrichment and job rotation at the workplace.
International human resource management ihrm
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
Strategic Human Resource Management – An Overview
An overview SHRM, people as strategic assets - value chain analysis - Impact of strategy on HR planning - the Process of Strategic Management.
Structural Interventions
This document discusses various types of structural interventions in organizations, including sociotechnical systems, self-managed teams, work redesign, and quality of work life programs. It defines structural interventions as changes to how work is divided and organized, including units, reporting structures, workflows, and communications. Sociotechnical systems aim to optimize the relationship between social and technical aspects of work systems. Self-managed teams are autonomous and collaborate to achieve team results. Work redesign models job characteristics that improve motivation. Quality of work life programs restructure dimensions of the organization through participative mechanisms to institute sustainable changes.
Organisational change
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
Job satisfaction in Organizational behaviour
The document discusses different theories of job satisfaction including content theories proposed by Maslow that link satisfaction of lower level needs to higher level needs, process theories that examine expectancies and values, and situational theories focusing on job characteristics and occurrences. Popular questionnaires for measuring job satisfaction are also described, such as the Minnesota Satisfaction Questionnaire and Job Descriptive Index, which assess facets like work conditions, supervision, and pay. High job satisfaction is important for employee retention and performance, while low satisfaction can increase absenteeism and turnover.
Information technology in HRM
Technology has significantly impacted businesses and human resource management practices. Many businesses now rely on information technology to function. Human resource management uses technology across its operations, including job analysis, recruitment, selection, performance management, training, and maintaining employee records. Electronic human resource management can be operational, focused on supporting business processes, or transformational, focused on strategic activities like knowledge management. While e-HRM provides benefits like improved record keeping and being time-saving, it also has drawbacks such as high implementation costs and risks of data loss or hacking.
Flexible Work Arrangements: Legal Risks and Solutions
This document summarizes key legal issues related to flexible work arrangements, particularly telecommuting. It discusses wage and hour laws regarding paying non-exempt telecommuting employees for all hours worked. It also addresses safety issues, ensuring a safe work environment, and workers' compensation coverage for injuries that occur at home. The document recommends policies and agreements to address potential legal risks regarding travel time, posting employment notices, and maintaining confidentiality when employees work remotely.
Globalization and human resource challenges
The document discusses the challenges that globalization poses for human resource management. It defines globalization as the increased openness of economies to international trade, financial flows, and foreign direct investment. Some of the key human resource challenges discussed are diversity recruitment to relate to an increasingly diverse customer base, the need for professional development and training to gain new skills for the global marketplace, managing laws across different jurisdictions to avoid legal issues, developing work place flexibility including virtual offices, needing language capabilities or translators to work with international employees, developing a global workforce and managing cultural differences to promote diversity.
Chapter 1 challenges of human resource management
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
Chapter 16 Creating High-Performance Work Systems
This document discusses high-performance work systems (HPWS), which combine HR practices, work structures, and processes to maximize employee skills and commitment. It describes the underlying principles of HPWS, including shared information, knowledge development, performance-reward linkage, and egalitarianism. It also outlines how to implement an HPWS through steps like building support, communicating changes, and evaluating outcomes. Successfully implemented, an HPWS can benefit both employees through involvement and growth, and organizations through higher productivity, quality and flexibility.
Strategic human resource management
Strategic human resource management (SHRM) involves aligning human resource policies and practices with a company's strategic goals. It is part of the strategic planning process where a company determines its long term goals and how to achieve them given internal/external factors. SHRM means developing employee competencies through practices like training to help the company execute its strategies. The strategic management process involves analyzing strengths/weaknesses, opportunities/threats, setting goals and strategies, implementing plans, and evaluating performance.
Hrp
Human Resource Planning involves forecasting an organization's future demand for human resources and ensuring the right supply of people. It includes employment planning, staffing planning, and succession planning to fill important executive roles. Various methods like trend analysis, ratio analysis, and managerial judgement are used to predict human resource needs. Computerized systems and tools like qualifications inventories, replacement charts, and position replacement cards help track employees and identify potential internal candidates for openings.
Ihrm chapter4
This document provides an overview of key topics in international human resource management (IHRM) including approaches to staffing foreign operations, reasons for international assignments, types of international assignments, and the roles of expatriates and non-expatriates in supporting international business activities. It also discusses calculating return on investment for international assignments and the various roles of the corporate HR function in managing international operations.
Organization development techniques
The document contains contact information for three offices of an organization in Chennai, Bangalore, and Coimbatore, India. It lists the addresses, phone numbers, email, and website for the organization.
Impact of Globalization on HRM
This document discusses the impact of globalization on human resource management. It begins with definitions of globalization from various sources and a brief history of how globalization started in the mid-19th century. Drivers of globalization included organizations like the WTO, EU, and NAFTA. In the past, HR practices like recruitment were very local but globalization has increased the use of IT, a more diverse workforce, and a need to consider work-life balance. International HRM now deals with concepts like managing different cultures, providing language and cultural training, and ensuring employee satisfaction, benefits, and retention across borders.
Globalization & Human Resource Management (HRM)
The document discusses how globalization is affecting human resource management practices across different countries. It examines trends in HRM in five countries and how organizations are instituting consistent corporate cultures globally. Some of the challenges in globalizing HR functions include variations in social and economic conditions between locations and resistance to change. Many organizations are standardizing assessment, compensation and development practices or sharing best practices between locations to address these challenges. The use of expatriate assignments is also discussed, including the costs associated and characteristics sought for these roles.
More Related Content
What's hot
Retention strategy
Retention strategies are policies and plans that organizations follow to reduce employee turnover and attrition and ensure employees are engaged and productive long-term.
Ihrm ppt
The document discusses international human resource management (IHRM). IHRM involves procuring, allocating, and utilizing human resources across international businesses. Key aspects of IHRM include managing expatriates, adapting to globalization, and effectively using employees in corporate offices and foreign plants. IHRM models involve various HR activities and types of employees from home, host, and third countries. Characteristics include more HR activities, a broader perspective, and external influences.
Compensation management
This document discusses compensation and wage theories. It provides an overview of different types of compensation including direct and indirect compensation. It also covers various wage concepts like minimum wage, living wage, and fair wage. Several theories that seek to explain how wages are determined are outlined, including the subsistence theory, wage fund theory, surplus value theory, residual claimant theory, marginal productivity theory, bargaining theory, and behavioural theory. The goals of compensation administration are noted as designing a cost-effective pay structure to attract, motivate and retain competent employees.
Chapter 3 international staffing
Prof. Preeti Bhaskar's presentation discusses key aspects of international staffing and expatriate management. It covers approaches to staffing multinational corporations, including ethnocentric, polycentric, geocentric, and regiocentric policies. It also examines factors for expatriate success and failure, selection techniques for expatriates, and ways to reduce expatriate failure rates such as improving selection procedures.
International Human Resource Managment
This document discusses international human resource management. It covers topics such as the characteristics of IHRM, the need for a broader perspective when working internationally, different types of expatriate employees, the expatriate assignment life cycle, challenges of expatriate assignments like culture shock and failure, training programs, compensation packages, repatriation processes, and managing a multicultural workforce. The overall purpose seems to be to provide an overview of the key aspects and considerations of international HRM.
Principles underlying job enlargement, job enrichment and job rotation
This slide explains about the importance and effects of Job enlargement, Job Enrichment and job rotation at the workplace.
International human resource management ihrm
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
Strategic Human Resource Management – An Overview
An overview SHRM, people as strategic assets - value chain analysis - Impact of strategy on HR planning - the Process of Strategic Management.
Structural Interventions
This document discusses various types of structural interventions in organizations, including sociotechnical systems, self-managed teams, work redesign, and quality of work life programs. It defines structural interventions as changes to how work is divided and organized, including units, reporting structures, workflows, and communications. Sociotechnical systems aim to optimize the relationship between social and technical aspects of work systems. Self-managed teams are autonomous and collaborate to achieve team results. Work redesign models job characteristics that improve motivation. Quality of work life programs restructure dimensions of the organization through participative mechanisms to institute sustainable changes.
Organisational change
This document provides an overview of organizational change and development. It discusses that organizational change is the process by which organizations move from their current state to a desired future state to increase effectiveness. It also describes the nature of change in terms of history, politics, management, organization, and people. Additionally, it covers levels of change, types of change, forces for change, and resistance to change. The document also defines organizational development and its values and techniques for improving organizational effectiveness and employee well-being.
Job satisfaction in Organizational behaviour
The document discusses different theories of job satisfaction including content theories proposed by Maslow that link satisfaction of lower level needs to higher level needs, process theories that examine expectancies and values, and situational theories focusing on job characteristics and occurrences. Popular questionnaires for measuring job satisfaction are also described, such as the Minnesota Satisfaction Questionnaire and Job Descriptive Index, which assess facets like work conditions, supervision, and pay. High job satisfaction is important for employee retention and performance, while low satisfaction can increase absenteeism and turnover.
Information technology in HRM
Technology has significantly impacted businesses and human resource management practices. Many businesses now rely on information technology to function. Human resource management uses technology across its operations, including job analysis, recruitment, selection, performance management, training, and maintaining employee records. Electronic human resource management can be operational, focused on supporting business processes, or transformational, focused on strategic activities like knowledge management. While e-HRM provides benefits like improved record keeping and being time-saving, it also has drawbacks such as high implementation costs and risks of data loss or hacking.
Flexible Work Arrangements: Legal Risks and Solutions
This document summarizes key legal issues related to flexible work arrangements, particularly telecommuting. It discusses wage and hour laws regarding paying non-exempt telecommuting employees for all hours worked. It also addresses safety issues, ensuring a safe work environment, and workers' compensation coverage for injuries that occur at home. The document recommends policies and agreements to address potential legal risks regarding travel time, posting employment notices, and maintaining confidentiality when employees work remotely.
Globalization and human resource challenges
The document discusses the challenges that globalization poses for human resource management. It defines globalization as the increased openness of economies to international trade, financial flows, and foreign direct investment. Some of the key human resource challenges discussed are diversity recruitment to relate to an increasingly diverse customer base, the need for professional development and training to gain new skills for the global marketplace, managing laws across different jurisdictions to avoid legal issues, developing work place flexibility including virtual offices, needing language capabilities or translators to work with international employees, developing a global workforce and managing cultural differences to promote diversity.
Chapter 1 challenges of human resource management
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
Chapter 16 Creating High-Performance Work Systems
This document discusses high-performance work systems (HPWS), which combine HR practices, work structures, and processes to maximize employee skills and commitment. It describes the underlying principles of HPWS, including shared information, knowledge development, performance-reward linkage, and egalitarianism. It also outlines how to implement an HPWS through steps like building support, communicating changes, and evaluating outcomes. Successfully implemented, an HPWS can benefit both employees through involvement and growth, and organizations through higher productivity, quality and flexibility.
Strategic human resource management
Strategic human resource management (SHRM) involves aligning human resource policies and practices with a company's strategic goals. It is part of the strategic planning process where a company determines its long term goals and how to achieve them given internal/external factors. SHRM means developing employee competencies through practices like training to help the company execute its strategies. The strategic management process involves analyzing strengths/weaknesses, opportunities/threats, setting goals and strategies, implementing plans, and evaluating performance.
Hrp
Human Resource Planning involves forecasting an organization's future demand for human resources and ensuring the right supply of people. It includes employment planning, staffing planning, and succession planning to fill important executive roles. Various methods like trend analysis, ratio analysis, and managerial judgement are used to predict human resource needs. Computerized systems and tools like qualifications inventories, replacement charts, and position replacement cards help track employees and identify potential internal candidates for openings.
Ihrm chapter4
This document provides an overview of key topics in international human resource management (IHRM) including approaches to staffing foreign operations, reasons for international assignments, types of international assignments, and the roles of expatriates and non-expatriates in supporting international business activities. It also discusses calculating return on investment for international assignments and the various roles of the corporate HR function in managing international operations.
Organization development techniques
The document contains contact information for three offices of an organization in Chennai, Bangalore, and Coimbatore, India. It lists the addresses, phone numbers, email, and website for the organization.
What's hot (20)
Principles underlying job enlargement, job enrichment and job rotation
Principles underlying job enlargement, job enrichment and job rotation
Flexible Work Arrangements: Legal Risks and Solutions
Flexible Work Arrangements: Legal Risks and Solutions
Viewers also liked
Impact of Globalization on HRM
This document discusses the impact of globalization on human resource management. It begins with definitions of globalization from various sources and a brief history of how globalization started in the mid-19th century. Drivers of globalization included organizations like the WTO, EU, and NAFTA. In the past, HR practices like recruitment were very local but globalization has increased the use of IT, a more diverse workforce, and a need to consider work-life balance. International HRM now deals with concepts like managing different cultures, providing language and cultural training, and ensuring employee satisfaction, benefits, and retention across borders.
Globalization & Human Resource Management (HRM)
The document discusses how globalization is affecting human resource management practices across different countries. It examines trends in HRM in five countries and how organizations are instituting consistent corporate cultures globally. Some of the challenges in globalizing HR functions include variations in social and economic conditions between locations and resistance to change. Many organizations are standardizing assessment, compensation and development practices or sharing best practices between locations to address these challenges. The use of expatriate assignments is also discussed, including the costs associated and characteristics sought for these roles.
International hrm
The document discusses international human resource management (IHRM), defining it as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. It outlines the IHRM model and characteristics distinguishing it from domestic HRM, including more activities, broader perspectives, and external influences. Reasons for growing IHRM interest include globalization, effective management, minimizing overseas risks, and implementing international strategies. Key IHRM steps and cultural differences are also presented.
International Human Resource Management
The document discusses international human resource management and competencies for HR managers. It covers key aspects of IHRM including the global workforce, strategic and operational issues, and competencies needed for an IHRM career. It also examines the shifting paradigms in the HR field from a transactional to a more strategic role. The future of HR depends on the function demonstrating alignment with business strategy and facilitating organizational change.
Global human resource management
This document discusses global human resource management practices in international business. It defines human resource management and its key activities like staffing, performance evaluation, compensation, etc. It explains the importance of aligning HRM with a firm's strategy and goals. Global HRM differs from domestic HRM due to factors like varied labor markets, management styles, compensation practices and laws across countries. The document then discusses key issues in global HRM like staffing management posts, developing multinational managers, compensation practices, and performance evaluation across countries. It explains the strategic role of HRM in implementing organizational structure, incentives, people management, processes and culture. The document also covers staffing policies like ethnocentric, polycentric and geocentric
About globalisation and ihrm
This document provides an overview of international human resource management. It discusses different strategic perspectives companies can take when operating internationally, including international, multinational, global, and transnational. It also covers topics such as motivations for international expansion, recruiting and selecting expatriates, cross-cultural training, compensating international employees, and repatriating employees back to their home country. The document aims to introduce some of the key considerations and challenges for managing human resources across national borders.
International hrm
This document discusses key concepts in international human resource management (IHRM). It defines IHRM and differentiates it from domestic HRM, noting increased complexity due to factors like cultural differences and varying legal systems across countries. The document also summarizes types of multinational organizations (international, multinational, global, transnational) and challenges in IHRM like expatriation failures, talent management across borders, and managing a diverse workforce. Finally, it discusses important topics like diversity, equal employment opportunities, and qualities of effective global managers.
Viewers also liked (7)
Similar to Globalization and changing face of hrm
Organizational development and the impact of globalization
Organizational development and the impact of globalizationBangladesh Army International University of Science & Technology
This document discusses organizational development and the impact of globalization. It contains the following information:
- Defines organizational development as a critical, science-based process aimed at building an organization's capacity for change and achieving greater effectiveness through developing strategies, structures, and processes.
- Defines globalization as the spread of products, technology, information, and jobs across national borders, fostered through free trade. Globalization creates opportunities for businesses but also greater competition and awareness of customer needs.
- Discusses how globalization and innovation are related, noting that exposure to different cultures and perspectives can drive innovation, and global challenges may require different innovative solutions. Globalization allows ideas to spread more widely.Globalization International Business
Study of International Business Articles.
Part 1: Essential of International Business.
Part 2: Theories applied to International Business.
Part 3: Bargaining Approach and Resources.
Part 4: International Business Phenomena.
Part 5: Internalization.
Part 6: Competitive advantages.
ASAE CRS Lunch 11.24.10 "Facing Your Fears: Intnl Expansion"
The document discusses options for international expansion to reduce risks when facing barriers to growth abroad. It outlines three infrastructure options: 1) partnering with a national society or local benefactor, 2) directly hiring local full-time employees, or 3) working with local business service providers. Each option is evaluated based on criteria like management competency, market knowledge, commitment, entry/exit costs, and ability to achieve sustainable local operations and scale in different regions. Global trends are also noted, such as the power shift to East Asia and greater government intrusion internationally.
World Innovation Forum Survey Full Details Final
The document discusses a survey on innovation conducted by Capgemini. Some key findings:
- Innovation leaders (over 75% success rate) significantly outperform the market financially over 5 years.
- Most companies continued innovating during the recession, with leaders using it as a transformation opportunity.
- Successful innovation is customer-focused, intentional, and creates value.
- Day-to-day business demands are the top barrier to breakthrough innovation.
- Innovation leaders engage employees at all levels and take advantage of external partners and customers more than others.
- Having executive commitment to innovation and aligning innovation with strategic vision correlates with success.
Nature of globalisation
This document discusses the nature, dimensions, reasons, stages and assessment of globalization. It also outlines the merits and demerits of globalization for companies and countries. Specifically, it defines globalization as companies operating across multiple locations linked by common ownership and resources. The dimensions include expanding business globally and developing a global outlook. Reasons for globalization include finding new markets and reducing costs. The stages range from initial exports to fully integrated global operations. The document also discusses the impacts of multinational corporations on host and home countries, as well as some criticisms of multinational corporations.
appr-dei.pdf
This document discusses the benefits of diversity, equity, and inclusion (DEI) in the workplace. It states that DEI can help companies access a broader applicant pool, increase sales, profits, and customer base. It also notes that companies that do not prioritize DEI may struggle to attract and retain top talent. It defines diversity, equity, and inclusion and provides examples of how DEI can promote a shared workplace experience, understanding of customers, innovation, morale, and decreased turnover.
SMEs and Entrepreneurship: What can and do governments do?
Presented at the Regional Meeting on SME, Entrepreneurship and Access to Finance Indicators, organised by the OECD-MENA Investment Initiative, December 2011. http://www.oecd.org/mena/investment
International business strategy
This document discusses international joint ventures. It defines an international joint venture as a partnership between two businesses in two or more countries. International joint ventures allow companies to minimize risk when entering foreign markets compared to acquisitions. The document outlines the basic elements, reasons for forming, factors affecting, benefits and disadvantages of international joint ventures. It also discusses the biggest challenges of conducting international business.
Employee Engagement: Research Report
The document discusses many challenges facing businesses today, including rapid changes in technology and workforce expectations. Key issues include the need to engage employees and adapt management styles to keep talented workers committed. High employee engagement is linked to higher productivity, profits and retention, while disengagement costs businesses significantly. The document emphasizes the importance of communication, motivation, and creating a sense of well-being for employees.
Entrepreneurial environment & infrastructure
The environment plays a key role in shaping entrepreneurship. Factors like parents, friends, teachers, society, and the local community influence whether someone becomes an entrepreneur. Successful entrepreneurship depends on general conditions like legal and institutional frameworks, skilled labor, suppliers and customers, competition, and supportive government policies. Country-specific conditions also matter, like access to financial resources, large urban areas, and universities. Public policy can further support entrepreneurship through funding, incentives, intellectual property protection, education, and reducing barriers to entry. Developing strong infrastructure is important to the entrepreneurial environment, including transportation, communications, utilities, and access to skilled workers and research institutions.
International Business Management - Lecture No 02
The document discusses various aspects of internationalization and globalization. It defines internationalization as businesses operating on a global scale and globalization as deepening interdependence among countries. Forms of internationalization mentioned include import/export, licensing, and franchising. Drivers of globalization include improved technology and transportation, as well as economic trends promoting free trade. Restraining forces include challenges like cultural and political differences between countries. The impacts of multinational companies on host countries are also summarized, including both potential benefits and problems.
Entrepreneurship in the Industry
A brief introduction to entrepreneurship, technology and the industry to foster economic development.
Future Challenges for Management and International Business
The document discusses several challenges facing the business sector, including increased competitiveness, managing a global and culturally diverse workforce, and market volatility. The author hopes to specialize in the international business context and play a role as a pragmatic manager who can help organizations adapt to changes, foster innovation, and leverage cultural diversity as strengths. Key challenges are saturated markets, meeting needs across countries, integrating different skills and cultures, disconnect between owners/executives and communities, and interpreting unpredictable financial markets. The author advocates focusing on R&D, valuing different perspectives, learning from startup models to incentivize employees, and turning instability into an opportunity to maximize flexibility, competitiveness and growth.
Alliances and joint-ventures the way forward in Relation marketing in Zimbabwe
Alliances and joint-ventures the way forward in Relation marketing in ZimbabweBernard Tapiwa Sithole
The document discusses various types of strategic alliances and joint ventures, providing definitions and examples. It outlines the six markets framework for relationship marketing and applies it to MSU Zimbabwe. It then distinguishes between joint ventures and strategic alliances, providing characteristics and examples of each. The document also discusses benefits and risks of strategic alliances for universities in Zimbabwe and outlines seven common types of strategic alliances - joint ventures, outsourcing, affiliate marketing, licensing, product licensing, franchising, and R&D alliances - giving definitions and examples of each.Ibm unit - i
The document provides an overview of international business management. It defines international business as commercial transactions that cross national borders and involve two or more countries. It discusses the nature of international business, including involvement of multiple countries and currencies. The objectives of international business are outlined as integrating economies, offering new markets, and facilitating the exchange of ideas, services, and capital globally. The document also examines factors like political systems, economic environments, socio-cultural differences, and the natural/technological landscape that comprise the international business environment.
Bio Bootcamp Nicholas 2010 Final
The document discusses the role of intermediaries in facilitating licensing, partnering, and strategic alliances. It outlines important factors for selecting the right partnership, challenges in the dealmaking process, and how intermediaries can help biotech companies extend their business development capabilities, introduce them to potential partners, and provide expertise to increase the chances of successfully completing deals. Intermediaries can help guide strategy, execute deals, and speed up the process of getting to a signed agreement.
Offshore accounting preferable countries, risk and prospects of bangladesh
Offshore accounting refers to outsourcing accounting activities to vendor firms located in foreign countries to gain cost advantages and access skilled labor. Developed countries commonly outsource accounting functions like order to cash, purchase to payment, and financial reporting to developing countries. Key factors for selecting offshore accounting locations include low labor costs, skilled workforce, political stability, and infrastructure to support financial services. Popular countries for offshore accounting include India, the Philippines, Thailand, Brazil, and Bulgaria due to their balanced strengths in these factors and ability to provide high-quality accounting services at competitive prices.
Current Trends in Business Organisation
This document summarizes current trends in business organizations. It discusses 7 key trends: globalization, competitiveness, diversity, flexibility and adaptability, information technology, outsourcing, and the knowledge economy. Globalization has made the world more interconnected through lower trade barriers and costs. Competitiveness requires continually adapting products and services to meet evolving customer needs. Organizations have become more diverse and it is important to respect different cultures and employee groups. Flexibility and adaptability are needed to respond to frequent changes. Information technology has changed organizational structures and enabled remote collaboration. Outsourcing allows focusing on core competencies while engaging partners for non-core functions. The knowledge economy prioritizes knowledge over other resources as the key source
Clusters in ICT Development Policy
Overview about Business Clusters.
(Document prepared for ITIDA www.itida.gov.eg ...
Private data is removed)
Globalisation
The document discusses various perspectives on globalization including its economic drivers of increasing international trade, financial flows, and technological diffusion. It also examines the strategies and challenges that organizations face when expanding their operations globally, such as considerations for their organizational design, management structures, and how national differences impact their approach. Globalization creates opportunities but also complications for countries and their economic sovereignty.
Similar to Globalization and changing face of hrm (20)
Organizational development and the impact of globalization
Organizational development and the impact of globalization
ASAE CRS Lunch 11.24.10 "Facing Your Fears: Intnl Expansion"
ASAE CRS Lunch 11.24.10 "Facing Your Fears: Intnl Expansion"
SMEs and Entrepreneurship: What can and do governments do?
SMEs and Entrepreneurship: What can and do governments do?
Future Challenges for Management and International Business
Future Challenges for Management and International Business
Alliances and joint-ventures the way forward in Relation marketing in Zimbabwe
Alliances and joint-ventures the way forward in Relation marketing in Zimbabwe
Offshore accounting preferable countries, risk and prospects of bangladesh
Offshore accounting preferable countries, risk and prospects of bangladesh
Globalization and changing face of hrm
- 3. More liberalization and deregulation
- 5. Increase economic independence of nation
- 7. Customer driven not product driven
- 8. Competitiveness increasingly based on knowledge ,inovation,skillsandproductivity
- 10. Moving production overseas to reduce cost and facilitate operation
- 11. Contracting out and out sourcing
- 13. Greater employee involvement in design and execution of work
- 14. Shifting the focus of collective bargaining from nation level to enterprise level
- 15. Pushing for more deregulation and flexible market