The document discusses the changing role of human resource management in global organizations. It outlines several theoretical bases that influence how HR functions in different stages of a company's global life cycle and based on the orientation of international executives. As businesses globalize, HR must adapt to new challenges like a diverse workforce, changing work nature/organization, and complex global environments characterized by competition, continuous change, and legal/political diversity. The strategic role of HR depends on the organization's structure and needs to develop skills like global operations, business/finance, strategic thinking, technology use, and change management.
pengelolaan manusia di dalam suatu organisasi menjadi lebih penting ditngkatkan. Hal ini terkait dengan terbukanya relasi sosial internasional dalam bisnis dan ketenagakerjaan. Ketermudahan mobilisasi tenaga kerja dari satu kawasan ke kawasan yang lain membuat komunikasi kerja dalam organisasi lebih rumit, di antaranya komunikasi yang berbasis lintas budaya. Salah satu fakta yang ditunjukan adalah munculnya tenaga kerja lintas negara yang biasa disebut sebagai ekspatriat yang memberikan pengaruh luas terhadap kehidupan sosial.
In this presentation, we will understand the meaning and factors of industrial relations, analyze the three aspects of industrial relations, meaning and functions of trade unions and discuss the influence of trade unios on business and human resource management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
pengelolaan manusia di dalam suatu organisasi menjadi lebih penting ditngkatkan. Hal ini terkait dengan terbukanya relasi sosial internasional dalam bisnis dan ketenagakerjaan. Ketermudahan mobilisasi tenaga kerja dari satu kawasan ke kawasan yang lain membuat komunikasi kerja dalam organisasi lebih rumit, di antaranya komunikasi yang berbasis lintas budaya. Salah satu fakta yang ditunjukan adalah munculnya tenaga kerja lintas negara yang biasa disebut sebagai ekspatriat yang memberikan pengaruh luas terhadap kehidupan sosial.
In this presentation, we will understand the meaning and factors of industrial relations, analyze the three aspects of industrial relations, meaning and functions of trade unions and discuss the influence of trade unios on business and human resource management.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
After completion of this seminar audience will be able to know:
What is HRM Model?
Why we need to design HRM Model?
Importance and focus of each HRM Model;
Being HR professional, what would be the Negative consequences if we don’t know about HRM Models?
Dunlop’s system theory (1958) – theories of industrial relations - industria...manumelwin
In this perspective, Dunlop analyzes industrial relations systems as a subsystem of society.
An industrial relations system at any one time in its development is regarded as comprised of certain actors, certain contexts, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace and work community.
International human resource management ihrmkoshyligo
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
Dunlop’s system theory (1958) – theories of industrial relations - industria...manumelwin
In this perspective, Dunlop analyzes industrial relations systems as a subsystem of society.
An industrial relations system at any one time in its development is regarded as comprised of certain actors, certain contexts, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace and work community.
International human resource management ihrmkoshyligo
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
IHRM is the methods of selecting, allocating, and utilising human resources effectively in an international context. Monash is distinguished as a leading Australian and Worldwide famous university. To be successful, the university focuses on attracting, retaining and patronising those educators who are dedicated to best quality student experiences and outcomes. The University has introduced recognizing and rewarding existing educational staff members for exceptional assistance in learning, training and research. The university follow a strong international human resource management strategy for managing its international stuff. This report focuses on IHRM practices in and the IHRM issues face by Monash University. This report focus on following issues:
How Monash manage its global workforce
IHRM policies and practices of Monash.
Recruitment and selection, training, performance management and remuneration process of Monash and etc.
Human Resource Management Practices and Productivity- A Case of Selected Mult...inventionjournals
Multinational Corporations (MNCs) are greatly expanding and growing beyond their geographical borders and into many countries of the world. This expansion of MNCs, the alarming upsurge in widely publicized and notable corporate issues in emerging markets have begun to draw both academic and managerial attention, they now look beyond traditional home market practices to the pressing concern of host markets practices and policies. The study examined the impact of human resource management practices and productivity of selected MNCs in Nigeria. A survey research design was adopted. The population of the study was 13,856 targeted staff of eight Manufacturing Multinational Corporation listed on the Nigerian Stock Exchange. Stratified sampling technique was employed to select the respondents from each stratum (lower, middle and top level management). The sample of 400 was arrived at using Yamane’s formula. The sample size was expanded by 30% to make room for non-response rate. A validated questionnaire which was adopted and titled ―Human resources management practices and productivity of selected MNC’s operating in Nigeria‖ was used as the research instrument. The reliability test yielded the following Cronbach’s alpha co-efficients for the constructs: Human Resource Management (HRM) Practices = 0.72 and Productivity = 0.83. A total of 520 copies of the questionnaire were administered with a response rate of 92.3%. Simple regression analysis was used to test the hypothesis. The findings revealed that human resource management practices had a significant relationship with productivity of the selected MNCs in Nigeria (r = .043, R2 = .162, p < 0.05). This study concluded that human resource management practices had a significant impact on productivity of selected Multinational Corporations in Nigeria. It therefore recommended that MNCsshould adopt an integrated approach toward formulation and implementation of human resource management practices in their firms.
Culture is a social value that helps coorporations together. • Culture functions as a semblance and control mechanism, guiding and shaping employee attitudes and behaviors. Culture improves company dedication and boosts employee behavior consistency.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
Similar to Globalization and the Emerging Role of HR (20)
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
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Globalization and the Emerging Role of HR
1.
2. INTRODUCTION
The globalization of businesses, the emergence of a
borderless workplace, and technological revolution are creating
new challenges for the management of human resources. The
changing role of that HR plays today is a reflection of the changes
that organizations experience in their economic, social, political
and legal environments. They must take a proactive and strategic
stance, assume a global entrepreneurial role, and understand the
implications of globalization in the day-to-day management of the
company’s human resources.
3. THEORETICAL BASES
Despite the rapid growth of multinational corporations
during the past two decades, research in the area of international
human resource management only took off during the past decade.
Since then, there have been a number of studies attempting to
explain the factors that influence the organization and structure of
the international HR function as well as the design of HR
programs for global application.
4. THEORETICAL BASES
According to Adler and Ghadar (1990) pointed out that the
role of HR in the global setting is affected by the stage at which a
multinational corporation is in the global life cycle. The four
stages are as of follows:
1. Domestic 3. Multinational
2. International 4. Global
5. THEORETICAL BASES
1. DOMESTIC
The international human resources hardly has any effect on
the domestic stage for the reason that the plant locations are local
or national. The only time it plays a role is when the product and
service is introduced to foreign clients. This stage mainly focuses
on home market and export.
6. THEORETICAL BASES
2. INTERNATIONAL
The emergence of the role of the HR begins at this stage
since the company has started to branch out and shift its focus to
international marketing (though production is still based on
domestic locations) so there is a need of transfer of technology
internationally.
7. THEORETICAL BASES
3. MULTINATIONAL
In this stage, the company establishes production facilities
in several locations around the world giving the HR a vital role in
recruiting in the host country or undertaking the expatriation of
managers from parent company.
8. THEORETICAL BASES
4. GLOBAL OR TRANSNATIONAL
HR becomes a very significant component of the business
process as the company aims to gain and sustain a competitive
advantage. HR becomes a crucial business partner and strategic
HR programs have to be developed to ensure the hiring, retention
and motivation of employees worldwide.
9. THEORETICAL BASES
According to Perlmutter (1969) the role of the HR in a
global environment is greatly affected by the three states of mind
of international executives that are as of follows:
1. Ethnocentric or home country-oriented
2. Polycentric or host country-oriented
3. Geocentric or world-oriented
4. Regiocentric *Later added in 1979 by Perlmutter with the help of Heenan
10. THE CHANGING GLOBAL ENVIRONMENT AND
IMPLICATIONS FOR THE STRATEGIC
MANAGEMENT OF HUMAN RESOURCES
Changes in the business and work environment resulting
from globalization have important implications for the
management of human resources. To understand these
implications, it is necessary to discuss the characteristics of the
global workplace. They are:
• Diversity of the work force
• Changing nature and organization of work
• Complex nature of the global environment
11. THE CHANGING GLOBAL ENVIRONMENT AND
IMPLICATIONS FOR THE STRATEGIC
MANAGEMENT OF HUMAN RESOURCES
DIVERSITY OF THE WORK FORCE
The increased demand for individuals with special
qualifications not always available in the host country forces
recruitment efforts to be worldwide resulting in different
nationalities and cultures in the workplace. This exerts tremendous
challenge on the management of human resources with regards to
developing human resource programs.
12. THE CHANGING GLOBAL ENVIRONMENT AND
IMPLICATIONS FOR THE STRATEGIC
MANAGEMENT OF HUMAN RESOURCES
CHANGING NATURE AND ORGANIZATION OF WORK
Technological innovations and globalization of business
caused responsibilities for aspects of business to disperse across a
region and around the world. An essential role of the global HR
function is to establish programs that encourage maximum
adaptability and maximum coordination.
13. THE CHANGING GLOBAL ENVIRONMENT AND
IMPLICATIONS FOR THE STRATEGIC
MANAGEMENT OF HUMAN RESOURCES
COMPLEXITY OF THE GLOBAL ENVIRONMENT
The work setting in the global economy is characterized
by:
• Intense competition
• Continuous change
• Political and legal diversity
14. THE CHANGING GLOBAL ENVIRONMENT AND
IMPLICATIONS FOR THE STRATEGIC
MANAGEMENT OF HUMAN RESOURCES
COMPLEXITY OF THE GLOBAL ENVIRONMENT
• Intense competition
HR has to:
- Find knowledgeable workers who have the
competencies and behaviours required to ensure the
organization’s competitiveness
- Provide appropriate training and development programs
- Be creative in designing performance management
systems, incentives, and compensation packages to
reinforce desired behaviours and competencies
15. THE CHANGING GLOBAL ENVIRONMENT AND
IMPLICATIONS FOR THE STRATEGIC
MANAGEMENT OF HUMAN RESOURCES
COMPLEXITY OF THE GLOBAL ENVIRONMENT
• Continuous change
HR challenges:
- tracking employment legislation
- demographic trends and social policy development in
foreign regions
- developing fluency in cross-cultural communication
- ensuring employee security in an increasing turbulent
world
16. THE CHANGING GLOBAL ENVIRONMENT AND
IMPLICATIONS FOR THE STRATEGIC
MANAGEMENT OF HUMAN RESOURCES
COMPLEXITY OF THE GLOBAL ENVIRONMENT
• Political and Legal Diversity
HR Challenge:
- How far HR can go to help organizations prevent
unionization of employees without violating a country’s
unfair labor practice legislation?
17. CONCLUSION
The HR’s role in MNCs depends greatly on the
organization’s structure and strategy. The HR has to adapt in the
working conditions given by the organization and must be able to
work in it effectively.
With this to consider, the HR has to have the seven most
essential skills identified by Eichinger and Ulrich (1995). They are
as of follows:
18. CONCLUSION
1. Global operating skills
2. Business and financial savvy
3. Strategic visioning and critical thinking and problem-solving
skills
4. Ability to use information technology
5. Deep HR technology savvy
6. Change management skills
7. Organization effectiveness
19. REFERENCES
AIB Fellow - Howard V. Perlmutter. (2004, October). Retrieved December 9, 2016, from
https://aib.msu.edu/Fellow/43/Howard-V-Perlmutter
David A. Heenan. (n.d.). Retrieved December 9, 2016, from
http://explore.georgetown.edu/people/dah53/
Diamante, M., & Ledesma-Tan, G. (2007). Human Resource Management: Local and Global
Perspectives. Retrieved December 9, 2016.
Fariborz Ghadar: Distinguished Scholar and Senior Adviser. (n.d.). Retrieved December 9, 2016,
from https://www.csis.org/people/fariborz-ghadar
Lander, S. (n.d.). Geocentric Advantages & Disadvantages. Retrieved December 9, 2016, from
http://yourbusiness.azcentral.com/geocentric-advantages-disadvantages-27693.html
Regiocentrism. (n.d.). Retrieved December 9, 2016, from http://www.mbaskool.com/business-
concepts/human-resources-hr-terms/16220-regiocentrism.html
Strategy and International HRM. (2009). Retrieved December 9, 2016, from
http://blogforhrm.blogspot.com/2009/03/recent-developments-in-theory-and.html
The Creative World of Nancy Adler (MBA '74, Ph.D. '80). (2011, April 4). Retrieved December
9, 2016, from http://www.anderson.ucla.edu/media-relations/2011/nancy-adler