This document discusses human resource management in an international business context. It provides an overview of HRM and characteristics of international HRM, and explores the strategic role of HRM in developing public relations, resolving conflicts, controlling budgets, providing training and development, succession planning, and performance management. The document also examines challenges of HRM internationally and provides a case study example.

1. HUMAN RESOURCE MANAGEMNT
BIB TWO
BY
MASESE AKISOFERI WESONGA
a.k.a PETER WESONGA
TEL: 0774037512
Email:wesopetero@gmail.com

2.  Overview of HRM
 Human resource
management in an
international Business
 Characteristics of HRM in
an international Business
 Strategic role of HRM in an
international business
 Challenges of HRM in an
international Business
 Case study demonstrating
HRM in an international
Business

6. THE WORLD HAS BECOME A GLOBAL
VILLAGE

8. New demands
• Rapid globalization has compelled management
researchers to explore the HRM implications of
globalization.
• The result is the emergence of International Human
Resource Management (IHRM) which deals with how a
global company can manage its human resources
spread throughout the world.

17. Strategic role of HRM in an
international business
• Developing Public relations.
• They administer seminars, different official
gatherings and business meetings on behalf of
the firm so to establish relationships with
other sectors of business.

19. • Conflict Resolution.
• A staff person or human resources manager
who is trained to manage worker relations
plays a vital role since he/she can determine
and resolve the issue between two workers or
a manager and worker and regain positive or a
more pleasant working relationship.

20. • Budget Control.
• Human resources hampers excessive spending
by enhancing methods for cutting down
management costs that composed of
negotiating more excellent rates for benefits
like health care coverage.

21. • Training and Development.
• Human resources administers needs
evaluations for the firm’s present workforce to
identify the kind of skills training and worker
development required for enhancing
qualifications and skills.

22. • Sustaining business.
• By means of succession planning which
human resources develop, the firm identifies
workers with the requisite and promise
capabilities to sooner or later transform into
leadership roles with the firm.

23. • Performance Management.
• Human resources develop performance
management programs.
• Without a human resources staff to formulate
a plan which evaluates performance, workers
can wind in tasks or jobs which are not
suitable for their expertise and skills.

25. • organization xyz has never owned any hotels outside the UK
before, and has hired a team of independent management
consultants to advise them on how to proceed.
• They provided the consultants the following information during
their initial meeting:
• A majority of their existing managers said they would like a
chance to work abroad.
• None of their existing managers speak French fluently.
• They will allow four weeks to rebrand the hotels. The new hotels
must be ready to open after that time.
• They expect to recruit a large number of staff for the new French
hotels, because more than 70 percent of the employees from the
acquired organization left.
• They will require their managers to be flexible and move between
countries if any problems arise.

26. • Activity A (5 minutes)
• Based on the information you have to date,
what do you think the key priorities should
be?