This study examined human resource management practices in foreign and Nepali firms operating in Nepal. A group of MBM students from Nepal Commerce Campus conducted interviews with 16 companies to understand their approaches to HR structures, recruitment, training, performance evaluation, compensation, and labor relations. The findings showed foreign firms localized some practices like HR departments and compensation, while transferring practices for recruitment selection, training, and performance appraisal. Maintaining labor relations and dealing with trade unions was a complicated issue for all companies. The conclusions note HR practices are a mix of localized and transferred approaches, with room for future studies to provide more insights into attracting foreign direct investment.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
Review of literature on performance appraisal systemelenavogel8
In this file, you can ref useful information about review of literature on performance appraisal system such as review of literature on performance appraisal system methods
INTERNATIONAL HUMAN RESOURCES MANAGEMENT- soft models and hard models of HRM such as Harward Model, Michigan Model etc.International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
Review of literature on performance appraisal systemelenavogel8
In this file, you can ref useful information about review of literature on performance appraisal system such as review of literature on performance appraisal system methods
INTERNATIONAL HUMAN RESOURCES MANAGEMENT- soft models and hard models of HRM such as Harward Model, Michigan Model etc.International human resource management is the process of managing people across international boundaries by multinational companies. It involves the worldwide management of people, not just the management of expatriates.
Workshop 2Interviewing Skills and PreparationPresent.docxdunnramage
Workshop 2
Interviewing Skills and
Preparation
Presentation by
Sarah-Louise
Weller
Date:
w/c 1 Oct 2018
Interviewing Skills
Workshop 2 – Skills and Preparation
Workshops 3 & 4 – Mock interviews
Objectives
1. Explain what are the aims of recruitment
2. Understand how an employer selects an
employee for a role
3. Identify the problems with selection interviews
4. Know how to plan and conduct an interview
5. Describe how to give and receive feedback
Aims of Recruitment
• To obtain a pool of suitable candidates for vacant
posts
• To use a fair process and be able to demonstrate
that the process was fair
• To ensure that all recruitment activities contribute to
the organisational goal and a desirable
organisational image
• To conduct recruitment activities in an efficient and
cost effective manner
(Foot and Hook 2011)
Recruitment Questions
• What is a “suitable candidate”?
• Who decides this?
• How is it decided?
• How do you achieve a fair recruitment
process?
Job Analysis
Assessing or defining the components of the
post:
• Nature of the work performed
• Associated responsibilities and
accountabilities
• Skills and knowledge required
• Working conditions
• Outputs or performance standards expected
(Wilton 2013)
Job Description
Job descriptions relate to the task to be undertaken:
• Job Title
• Location
• Responsible to
• Responsible for
• Main purpose of the job
• Responsibilities/duties
• Working conditions
• Other matters
• Any other duties
(Marchington and Wilkinson 2013)
Person Specification
Person specifications outline the attributes required
for the position, including:
• Knowledge
• Skills – IT, foreign language,
• Previous experience – in a similar role, company
• Qualifications
• Personal qualities – professionalism, creativity etc.
It represents the selection criteria
Example of a Person Specification
Receptionist
Competency Frameworks
• Competency frameworks focus on the behaviours
of job applicants that are required to undertake
the role
• Often generic to an organisation rather than
specific to a job
• Person based rather than job based
• People analysis rather than job analysis
• A competency framework is a structure that sets
out the competencies required by individuals
required by individuals working within the
organisation.
Competency Frameworks
Most commonly sought:
• Communication skills
• People management
• Team skills
• Customer service skills
• Results-orientation
• Problem solving
(CIPD 2014)
Exercise: what competencies are employers looking for?
Work with a partner:
1. Think of a sector you might consider in the future
for a job and/or placement.
2. Think about the kind of roles that might exist.
3. Now add in the attributes or competencies that
you would expect to be important in these jobs.
4. Consider how you would evidence that attribute
or competency
Your list might look a bit like this…….
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1. Human Resource Management
Practices in Nepal: An Empirical
Study on Foreign and Nepali
Firms
Presented By:
“Group C”
Nepal Commerce Campus
Tribhuvan University (TU)
MBM Program
2nd Semester
Spring 2014
2. Group Members
• Bibek Poudel
• Bishal Poudel
• Lata Bhatta
• Samjhana Shiwakoti
• Shristy Shrestha
• Sushant Poudel
3. Contents
1. Introduction
2. Literature Review
3. Research Questionnaire
4. Research Methodology
5. Findings
6. Conclusions
7. Limitations & Future studies
4. Introduction
This paper is about doing business in Nepal
and depicts the overview of Nepali HRM and
HR practices followed by foreign firms in
Nepal along with managing to implement
suitable practices in a distinctive cultural and
national area.
5. Literature Review
Many Management scholars had said about
various things regarding HR practices by
foreign firms while doing business in Nepal.
Localization and standardization
Ethnocentric polycentric and geocentric
Isomorphism
Convergence and divergence theory
6. Cont…
What management scholars had said about
HR practices in US, Japanese and Nepalese
companies regarding:
HR department
Recruitment and selection
Human resource Development
Performance Appraisal
Compensation
Labor relations
7. Research Questionnaire
Based on the subject matter, the research aims to answer
the following specific research questions:
Is the structure of the HR department of foreign
companies operating in Nepal different from that of
Nepali companies? Are the foreign companies
transferring their structure?
How the recruitment and selection, training and
development, compensation and benefit, performance
appraisal and labor relation practices are different in
foreign companies from those of Nepali companies? Are
any of these practices being transferred?
8. Research Methodology
• Qualitative Approach
• Exploratory Research – Based on interviews
with 16 companies.
• Primary Method
• Secondary Method
9. Findings
• HR Department of US companies – Localized
• HR Department of Japanese companies – No HRD
• Findings on Recruitment & Selection-
– US Companies: More localized, more transferred
– Japanese Companies: Hybrid
• Findings on Training & Development:
– US Companies: Localized
– Japanese Companies: Transferred
• Findings on Performance Appraisal:
– US Companies: Transferred
– Japanese Companies: Localized with improvements
10. Cont..
• Findings on Compensation:
– US Companies: Transferred (Base for initial salary) & More
localize (Base for the increment)
– Japanese Companies: Localized (Base for initial salary) &
Hybrid (Base for the increment)
• Other Findings:
– Head quarter guidance.
– Easy Aspects in working with Japanese Companies
– Difficult Aspects in working with Japanese Companies
– Easy and Difficult Aspects in Working with US companies
– What Motivates Nepali Employees?
11. Conclusion
• HR Department is localized while recruitment and selection
seems to be a mix of transferred and local practices.
• Training and development is transferred by US companies
whilst Japanese companies are more localized.
• US companies have transferred their performance
evaluation tools.
• Performance outcome in Japanese companies are more
localized
• Maintaining the labor relation and dealing with trade
unions are found to be the most complicated problem
faced by all companies.
12. Limitations & Future studies
• The research did not focus a single industry
• Selection of diverse companies might affect the
overall analysis & conclusion
• The company size of Japanese, Nepalese & US
companies are different
• Only one respondent from each company could
lead to bias
• Future studies could be fruitful for FDI to Nepal
• A study with more number of targets could be
one of the future research.