The document discusses performance management systems and international human resource challenges during mergers and acquisitions. It provides examples of major M&A deals and discusses challenges such as identifying and communicating reasons for change, assessing corporate cultures, deciding on organizational structures, and integrating HR policies. The document also discusses strategies for effective HR integration like due diligence, talent retention, change management, and leadership development. Failure cases like the attempted Volvo-Renault merger are examined, highlighting the importance of addressing cultural issues.
The document discusses four approaches to international compensation:
1. The going rate approach links expatriate pay to local market salaries in the host country. It aims to treat expatriates as local citizens. Advantages include equality with locals, simplicity, and host country identification, while disadvantages include pay variations and potential re-entry problems.
2. The balance sheet approach equalizes costs between international assignments and home country roles. It protects expatriates from financial impacts of living abroad. Advantages include equity and facilitating re-entry, while disadvantages include potential pay disparities versus locals.
3. The international citizen's approach uses a standard basket of goods to determine pay worldwide, rather than adjusting pay to perfectly match local costs.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
Differences between international and domestic HRMKavitha Ravi
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.
Concept and role of culture in International human resource managementSundar B N
Culture plays a major role in international human resource management (IHRM). There are different cultural predispositions that multinational companies take when operating internationally, including ethnocentrism, policentricism, geocentricism, and regiocentricism. It is important for IHRM managers to be aware of cultural differences between countries and adapt practices accordingly to avoid issues like cultural shock. Proper cultural awareness can help companies avoid failures when expanding internationally.
This document discusses organizational culture and the OCTAPACE model. It defines organizational culture as shared assumptions, values and beliefs that influence employee behavior. The document then summarizes Nokia's culture, which focuses on values, performance-based rewards, growth opportunities, and work-life balance. It also outlines seven elements of culture. Finally, the OCTAPACE model for assessing culture is introduced, with openness, trust, confrontation, proactivity, autonomy, collaboration and experimentation described as key dimensions.
Chapter 8 international industrial relations (iir)Preeti Bhaskar
This document discusses key issues in international industrial relations. It covers industrial relations policies and practices of multinational firms, focusing on factors that influence whether firms centralize or decentralize industrial relations functions. These factors include integration between subsidiaries, nationality of ownership, human resource approach, and subsidiary characteristics. The document also examines how trade unions may constrain multinationals by influencing wages, employment levels, and global integration. Finally, it notes there are many differences in industrial relations systems across countries.
Recruitment and Selection of HR for Global AssignmentsRuhi Beri
This document discusses recruitment and selection of human resources for global assignments. It addresses the challenges of staffing a global business and outlines different types of international assignments. Key points discussed include considering parent country nationals, host country nationals, or third country nationals for positions. Factors like costs, cultural proximity, and promotion opportunities should be evaluated. The document also examines recruitment sources, methods, and necessary skills for international managers. Selection criteria focuses on technical, interpersonal, and cultural competencies to improve expatriate success rates.
The document discusses five approaches to staffing international subsidiaries: ethnocentric, polycentric, regiocentric, and geocentric. The ethnocentric approach involves headquarters making all decisions and staffing key roles with parent country nationals. Polycentric treats each subsidiary as a distinct national entity staffed by locals. Regiocentric reflects the organization's geographic structure with talent drawn from regions. Geocentric takes a global approach where each subsidiary contributes unique competencies. The approaches differ in costs, control, adaptation challenges and opportunities for career progression.
The document discusses four approaches to international compensation:
1. The going rate approach links expatriate pay to local market salaries in the host country. It aims to treat expatriates as local citizens. Advantages include equality with locals, simplicity, and host country identification, while disadvantages include pay variations and potential re-entry problems.
2. The balance sheet approach equalizes costs between international assignments and home country roles. It protects expatriates from financial impacts of living abroad. Advantages include equity and facilitating re-entry, while disadvantages include potential pay disparities versus locals.
3. The international citizen's approach uses a standard basket of goods to determine pay worldwide, rather than adjusting pay to perfectly match local costs.
The document discusses several key challenges in international performance management:
1) There are challenges in measuring performance across different subsidiaries and countries due to variations in environments, criteria validity, data uniformity, and cultural adjustments.
2) When appraising expatriates, it is important to consider their organizational role expectations, as well as the expectations of the parent company and host subsidiary, which can conflict.
3) Effective performance appraisal of foreign employees should consider their role beyond just tasks, and look at leadership, interpersonal skills, cultural adaptation, and how they meet the needs of multiple organizations.
Differences between international and domestic HRMKavitha Ravi
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.
Concept and role of culture in International human resource managementSundar B N
Culture plays a major role in international human resource management (IHRM). There are different cultural predispositions that multinational companies take when operating internationally, including ethnocentrism, policentricism, geocentricism, and regiocentricism. It is important for IHRM managers to be aware of cultural differences between countries and adapt practices accordingly to avoid issues like cultural shock. Proper cultural awareness can help companies avoid failures when expanding internationally.
This document discusses organizational culture and the OCTAPACE model. It defines organizational culture as shared assumptions, values and beliefs that influence employee behavior. The document then summarizes Nokia's culture, which focuses on values, performance-based rewards, growth opportunities, and work-life balance. It also outlines seven elements of culture. Finally, the OCTAPACE model for assessing culture is introduced, with openness, trust, confrontation, proactivity, autonomy, collaboration and experimentation described as key dimensions.
Chapter 8 international industrial relations (iir)Preeti Bhaskar
This document discusses key issues in international industrial relations. It covers industrial relations policies and practices of multinational firms, focusing on factors that influence whether firms centralize or decentralize industrial relations functions. These factors include integration between subsidiaries, nationality of ownership, human resource approach, and subsidiary characteristics. The document also examines how trade unions may constrain multinationals by influencing wages, employment levels, and global integration. Finally, it notes there are many differences in industrial relations systems across countries.
Recruitment and Selection of HR for Global AssignmentsRuhi Beri
This document discusses recruitment and selection of human resources for global assignments. It addresses the challenges of staffing a global business and outlines different types of international assignments. Key points discussed include considering parent country nationals, host country nationals, or third country nationals for positions. Factors like costs, cultural proximity, and promotion opportunities should be evaluated. The document also examines recruitment sources, methods, and necessary skills for international managers. Selection criteria focuses on technical, interpersonal, and cultural competencies to improve expatriate success rates.
The document discusses five approaches to staffing international subsidiaries: ethnocentric, polycentric, regiocentric, and geocentric. The ethnocentric approach involves headquarters making all decisions and staffing key roles with parent country nationals. Polycentric treats each subsidiary as a distinct national entity staffed by locals. Regiocentric reflects the organization's geographic structure with talent drawn from regions. Geocentric takes a global approach where each subsidiary contributes unique competencies. The approaches differ in costs, control, adaptation challenges and opportunities for career progression.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
This slideshow focus on the challenges associated with expatriate management. It divided into five parts: expatriate selection, expatriate Training &development,expatriate compensation,repatriates retention and a case study about P&G Expatriate Program.
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
This document discusses different approaches to international staffing used by multinational corporations. It describes the ethnocentric, polycentric, regiocentric, and geocentric approaches, providing advantages and disadvantages of each. The ethnocentric approach involves staffing key positions with parent country nationals, while the polycentric approach uses host country nationals. The geocentric approach utilizes the best employees regardless of nationality. Expatriate selection is also discussed, including criteria, tests used, and factors that can lead to expatriate failure if not properly addressed.
Training and development of international staff is important for multinational corporations. There are several types of employees that require training, including expatriates, their spouses, and children. Effective cross-cultural training helps expatriates adjust to new cultures and environments abroad. Developing cross-cultural training programs requires identifying assignment types, assessing training needs, setting goals and evaluation metrics, delivering customized training content, and evaluating effectiveness. The five-phase process helps organizations design cross-cultural training that improves expatriate performance and adjustment overseas.
TCS was founded in 1968 and provides IT, BPO, and engineering services. It focuses on training employees through various programs to gain new skills and invests in talent development. The company also has policies around career management, diversity and inclusion, working hours, leaves, and learning programs to engage and develop its talent.
Performance management of international employeesUnifiers mlac
Performance management is a process that enables multinational enterprises (MNEs) to evaluate and continuously improve individual, subsidiary, and corporate performance against defined goals and targets. However, managing performance across borders presents unique constraints for MNEs, including issues with non-comparable data, volatility in different environments, and variable levels of maturity between subsidiaries. Effective performance management requires consideration of both quantitative goals as well as qualitative attributes, and balancing global standardization with local responsiveness.
This document discusses HCL Technologies' approach to human capital management. It focuses on treating employees as the top strategic priority through initiatives like "Employees First" which aims to empower employees and enable their success. The core values of honesty, transparency, accountability, individuality and collaboration guide HCL's people practices, which include fair recruitment, competitive benefits, training programs, and ensuring a safe and respectful work environment. Whistleblower policies and transparent performance reviews help maintain high standards of conduct and accountability.
This presentation discusses human resource management practices in the United States. It is presented by four group members and covers the following topics:
Part 1 discusses American national culture, describing characteristics like individualism, future orientation, and a can-do attitude.
Part 2 covers basic HRM practices in the US, including recruitment based on interviews and experience, training expenditures of $724 per employee annually, and a performance-based reward system.
Part 3 provides graphical comparisons of HRM metrics like training systems, labor costs, and hours worked in various countries including the US, Korea, Sri Lanka, and Germany.
The presentation concludes with a snapshot summarizing key cultural aspects of US business, including a performance-oriented
This document discusses expatriation and repatriation. Expatriation is sending an employee abroad for an international assignment, and repatriation is returning home after an international assignment. Successful repatriation requires managing re-entry shock and unclear roles/career progression upon returning home, as many repatriates leave their companies within a year due to poor repatriation processes. Strategies for managing repatriation include consulting on repatriation processes, custom repatriation programs, and personal development profiling upon return.
Industrial relations issues in multinational corporations (MNCs) in India have been largely peaceful recently due to several factors. Educated Indian workers recognize the benefits of cooperation over strikes. MNCs also use strategies to prevent unionization. Unions can regain influence through international cooperation and lobbying, while MNCs should decentralize labor relations and consider host country rules to maintain peace.
International human resource managementrhimycrajan
This document discusses international human resource management. It begins by defining IHRM and explaining why global organizations develop international HR strategies due to factors like global competition and differences in business environments across countries. It then describes four types of international organizations and discusses some key aspects of IHRM like differences between domestic and international HRM, external factors that influence IHRM, and common IHRM practices such as international staffing, training for international assignments, repatriation, and compensation considerations. The document concludes that understanding cultural differences and workforce issues is important for HR managers and success in global business situations.
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.
This document discusses culture and multiculturalism in the context of international human resource management. It defines culture and organizational culture, and describes how culture is passed down through generations. It also discusses factors that affect cultural predispositions within organizations. The document outlines Hofstede's cultural dimensions model and the GLOBE project's nine cultural dimensions. It describes different approaches to cultural adaptation within multinational corporations, including ethnocentric, polycentric, and geocentric approaches.
Investment perspective of human resource managementSeredup Maya
This document discusses factors that influence an organization's investment perspective in human resource management. It identifies six key sources of employee value: technical knowledge, ability to learn and grow, decision making capabilities, motivation, commitment, and teamwork. It also outlines a human resource value chain and explains how investments in employees can impact organizational, financial, and market outcomes. Finally, it lists five factors that determine an organization's willingness to invest in its people: management values, attitude toward risk, nature of employee skills, utilitarian perspective, and availability of outsourcing.
Case study of toyata industrial dispute Devesh Hari
The document summarizes labor disputes and strikes that occurred between Toyota Kirloskar Motor Pvt Ltd's management and its labor union, TKMEU, in India in 2001, 2002, 2005 and 2006. The disputes centered around issues like increased work shifts up to 12 hours without appropriate wage hikes and suspension of employees. After clashes, wages were eventually raised by 15% in 2005 and the company lifted its lockout in January 2006 after intervention from the state government. The document also discusses the role of labor unions in India and some reforms needed in Indian labor laws.
MODELS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENTSundar B N
The document discusses several models of international human resource management. It describes the Harvard model which emphasizes line managers taking responsibility for aligning competitive strategy with personnel policies. It also outlines the contextual model, the 5P's model, and the matching model proposed by Fombrun, Tichy, and Devanna which emphasizes a tight fit between HR and business strategies. Additionally, the document explains Guest's model which sees HR strategies leading to specific practices and outcomes that impact behavioral, performance, and financial results.
The document discusses the role of human resource management (HRM) in mergers and acquisitions. It notes that while financial factors are often prioritized in mergers, people-related issues are neglected and are a major cause of merger failures. HRM issues are classified into pre-merger and post-merger phases. Pre-merger issues include assessing cultural and organizational differences that can lead to employee turnover, low morale, and productivity issues. Post-merger issues include stress from changes in practices, structures, and styles that challenge existing organizational values. The document outlines strategies for HRM to align with different types of merger strategies and ensure a strategic fit between the merger and HRM approaches.
The document discusses the role of human resources in mergers and acquisitions. It begins by defining mergers and acquisitions as representing ultimate change for businesses that can be difficult and chaotic. It then provides statistics on M&A activity and discusses why understanding the process is important. The rest of the document outlines the M&A process and key roles for HR, including assessing cultural alignment, developing integration plans, managing communications, and ensuring retention of key employees.
Staffing recruitment and selection of INTERNATIONAL HUMAN RESOURCES MANAGEMENTAparrajithaAriyadasa
In staffing in international business, HR managers must determine when or where to expatriation. Expatriate workers are frequently assigned to key positions in overseas operations. Human resource managers must also decide on the issue of compensation. The compensation of expatriate workers must be examined along with compensation of local workers and the compensation of workers in the home country. Differences in compensation packages have significant implications on staffing success, expatriate performance and business performance. HR managers must also address the issue of repatriation. Repatriation happens when the worker needs to come back to the home country, usually to continue working for the company. Repatriation also happens when the expatriate worker retires. These issues have significant effects on the perspectives and performance of expatriate workers and local workers, and the effectiveness of IHRM in staffing.
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
This slideshow focus on the challenges associated with expatriate management. It divided into five parts: expatriate selection, expatriate Training &development,expatriate compensation,repatriates retention and a case study about P&G Expatriate Program.
The document discusses international human resource management (IHRM), which involves managing human resources across national borders. IHRM differs from domestic HRM in several ways, such as requiring more HR activities to deal with taxation, culture, and legal issues in multiple countries. It also requires a broader perspective to meet diverse needs. Managing employees across cultures and countries presents various challenges for IHRM, such as high expatriate failure rates, developing a globally dispersed workforce, and overcoming cultural and legal differences between locations. Globalization and pressures of competitiveness have increased the importance of effective IHRM for international organizations.
This document discusses different approaches to international staffing used by multinational corporations. It describes the ethnocentric, polycentric, regiocentric, and geocentric approaches, providing advantages and disadvantages of each. The ethnocentric approach involves staffing key positions with parent country nationals, while the polycentric approach uses host country nationals. The geocentric approach utilizes the best employees regardless of nationality. Expatriate selection is also discussed, including criteria, tests used, and factors that can lead to expatriate failure if not properly addressed.
Training and development of international staff is important for multinational corporations. There are several types of employees that require training, including expatriates, their spouses, and children. Effective cross-cultural training helps expatriates adjust to new cultures and environments abroad. Developing cross-cultural training programs requires identifying assignment types, assessing training needs, setting goals and evaluation metrics, delivering customized training content, and evaluating effectiveness. The five-phase process helps organizations design cross-cultural training that improves expatriate performance and adjustment overseas.
TCS was founded in 1968 and provides IT, BPO, and engineering services. It focuses on training employees through various programs to gain new skills and invests in talent development. The company also has policies around career management, diversity and inclusion, working hours, leaves, and learning programs to engage and develop its talent.
Performance management of international employeesUnifiers mlac
Performance management is a process that enables multinational enterprises (MNEs) to evaluate and continuously improve individual, subsidiary, and corporate performance against defined goals and targets. However, managing performance across borders presents unique constraints for MNEs, including issues with non-comparable data, volatility in different environments, and variable levels of maturity between subsidiaries. Effective performance management requires consideration of both quantitative goals as well as qualitative attributes, and balancing global standardization with local responsiveness.
This document discusses HCL Technologies' approach to human capital management. It focuses on treating employees as the top strategic priority through initiatives like "Employees First" which aims to empower employees and enable their success. The core values of honesty, transparency, accountability, individuality and collaboration guide HCL's people practices, which include fair recruitment, competitive benefits, training programs, and ensuring a safe and respectful work environment. Whistleblower policies and transparent performance reviews help maintain high standards of conduct and accountability.
This presentation discusses human resource management practices in the United States. It is presented by four group members and covers the following topics:
Part 1 discusses American national culture, describing characteristics like individualism, future orientation, and a can-do attitude.
Part 2 covers basic HRM practices in the US, including recruitment based on interviews and experience, training expenditures of $724 per employee annually, and a performance-based reward system.
Part 3 provides graphical comparisons of HRM metrics like training systems, labor costs, and hours worked in various countries including the US, Korea, Sri Lanka, and Germany.
The presentation concludes with a snapshot summarizing key cultural aspects of US business, including a performance-oriented
This document discusses expatriation and repatriation. Expatriation is sending an employee abroad for an international assignment, and repatriation is returning home after an international assignment. Successful repatriation requires managing re-entry shock and unclear roles/career progression upon returning home, as many repatriates leave their companies within a year due to poor repatriation processes. Strategies for managing repatriation include consulting on repatriation processes, custom repatriation programs, and personal development profiling upon return.
Industrial relations issues in multinational corporations (MNCs) in India have been largely peaceful recently due to several factors. Educated Indian workers recognize the benefits of cooperation over strikes. MNCs also use strategies to prevent unionization. Unions can regain influence through international cooperation and lobbying, while MNCs should decentralize labor relations and consider host country rules to maintain peace.
International human resource managementrhimycrajan
This document discusses international human resource management. It begins by defining IHRM and explaining why global organizations develop international HR strategies due to factors like global competition and differences in business environments across countries. It then describes four types of international organizations and discusses some key aspects of IHRM like differences between domestic and international HRM, external factors that influence IHRM, and common IHRM practices such as international staffing, training for international assignments, repatriation, and compensation considerations. The document concludes that understanding cultural differences and workforce issues is important for HR managers and success in global business situations.
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.
This document discusses culture and multiculturalism in the context of international human resource management. It defines culture and organizational culture, and describes how culture is passed down through generations. It also discusses factors that affect cultural predispositions within organizations. The document outlines Hofstede's cultural dimensions model and the GLOBE project's nine cultural dimensions. It describes different approaches to cultural adaptation within multinational corporations, including ethnocentric, polycentric, and geocentric approaches.
Investment perspective of human resource managementSeredup Maya
This document discusses factors that influence an organization's investment perspective in human resource management. It identifies six key sources of employee value: technical knowledge, ability to learn and grow, decision making capabilities, motivation, commitment, and teamwork. It also outlines a human resource value chain and explains how investments in employees can impact organizational, financial, and market outcomes. Finally, it lists five factors that determine an organization's willingness to invest in its people: management values, attitude toward risk, nature of employee skills, utilitarian perspective, and availability of outsourcing.
Case study of toyata industrial dispute Devesh Hari
The document summarizes labor disputes and strikes that occurred between Toyota Kirloskar Motor Pvt Ltd's management and its labor union, TKMEU, in India in 2001, 2002, 2005 and 2006. The disputes centered around issues like increased work shifts up to 12 hours without appropriate wage hikes and suspension of employees. After clashes, wages were eventually raised by 15% in 2005 and the company lifted its lockout in January 2006 after intervention from the state government. The document also discusses the role of labor unions in India and some reforms needed in Indian labor laws.
MODELS OF INTERNATIONAL HUMAN RESOURCE MANAGEMENTSundar B N
The document discusses several models of international human resource management. It describes the Harvard model which emphasizes line managers taking responsibility for aligning competitive strategy with personnel policies. It also outlines the contextual model, the 5P's model, and the matching model proposed by Fombrun, Tichy, and Devanna which emphasizes a tight fit between HR and business strategies. Additionally, the document explains Guest's model which sees HR strategies leading to specific practices and outcomes that impact behavioral, performance, and financial results.
The document discusses the role of human resource management (HRM) in mergers and acquisitions. It notes that while financial factors are often prioritized in mergers, people-related issues are neglected and are a major cause of merger failures. HRM issues are classified into pre-merger and post-merger phases. Pre-merger issues include assessing cultural and organizational differences that can lead to employee turnover, low morale, and productivity issues. Post-merger issues include stress from changes in practices, structures, and styles that challenge existing organizational values. The document outlines strategies for HRM to align with different types of merger strategies and ensure a strategic fit between the merger and HRM approaches.
The document discusses the role of human resources in mergers and acquisitions. It begins by defining mergers and acquisitions as representing ultimate change for businesses that can be difficult and chaotic. It then provides statistics on M&A activity and discusses why understanding the process is important. The rest of the document outlines the M&A process and key roles for HR, including assessing cultural alignment, developing integration plans, managing communications, and ensuring retention of key employees.
This document provides an overview and analysis of Marriott International, a leading global hospitality company. It discusses Marriott's history, operations, business segments, competitive landscape, strategies, and SWOT analysis. Key points include: Marriott operates hotels, resorts, and other lodging services worldwide; it has nearly 2,800 properties across 68 countries; and its strategies focus on customer satisfaction, acquisitions, rewards programs, and expanding into new markets like India and Africa.
This document outlines the key elements of crime genre films, including iconic images like guns, cars, drugs, and money; typical settings like banks, streets, and offices; common narratives around gang robberies and murder mysteries; and characteristic styles involving fast cars, piles of money, deaths, and car chases with police.
Employment Issues in Mergers and AcquisitionsMark Stansbury
A look at common employment-related issues that come up in mergers and acquisitions, and a few ways to deal with them. Begins with a brief overview of M&A and basic deal structures.
Effect Of Merger And Acquisition On Human Resourcehumaapkeliye
The document discusses principles for mergers and acquisitions (M&A) transactions and achieving synergies. It notes examples of horizontal and market extension M&A deals in India. However, around 50-80% of M&A deals fail due to issues integrating cultures and managing employee concerns about changes. Successful M&A requires fair leadership, satisfying and retaining employees, and creating a synergistic culture during the transition.
Mergers and Acquisitions and effects on employee moraleGaurav Acharya MBA
This document discusses the effects of mergers and acquisitions on employee morale based on a literature review. Key points include:
- M&A can negatively impact employee engagement, motivation, and retention as employees face uncertainty over their roles and job security.
- Communication from management during a merger is important to mitigate these negative effects. Informing employees of plans and reassuring them of their value can boost morale.
- Managers themselves may be less productive during a merger period due to changes and uncertainty. The human impact on employees includes psychological stress, cultural clashes between merging organizations, and layoffs.
This presentation provides an overview of mergers and acquisitions (M&A). It defines mergers as a combination of two firms on an equal basis, while acquisitions involve one firm purchasing a controlling stake in another. Mergers can be horizontal, vertical, congeneric, or conglomerate. Cultural and organizational fit are important factors in M&A success or failure. Human resources play a key role by managing communications, training, retention of key employees, and addressing cultural clashes post-merger. Common mistakes include lack of early HR involvement, understanding employee needs, empowering leadership, and appreciating the time required for integration.
The document discusses HR issues in mergers and acquisitions. It defines mergers as occurring between equal-sized organizations that unite under a new entity, while acquisitions involve a large company purchasing a smaller one. Mergers can be horizontal between similar industries, vertical between different production stages, or conglomerate between unrelated industries. Successful M&As require retaining key talent, effective communication, executive retention, and cultural integration. Cultural and people issues like composition of boards, job placements, culture integration, and talent retention are also important factors that impact cross-border M&A deals.
- Based on new assumptions of a higher WACC of 13.66% and lower expected synergies, the present value of synergies appropriated by Vodafone shareholders is estimated to be €12.8 billion.
- This amount is still higher than the €7.9 billion premium paid by Vodafone shareholders for the synergies.
- Therefore, even under more conservative assumptions, the synergies are expected to provide a positive return to Vodafone shareholders and they should still support the deal.
Human Resource Aspect of Mergers and Acquisition - Presentation - Karim ViraniKarim Virani
The document discusses the human resource aspects of mergers and acquisitions. It outlines the 5 phases of mergers and acquisitions: 1) pre-acquisition review, 2) search and screen targets, 3) investigate and value the target, 4) acquire through negotiation, and 5) post-merger integration. It emphasizes that human resource issues like culture clashes, communication, and talent retention are critical reasons mergers often fail. The role of HR is to manage soft due diligence, address employee concerns, and oversee communications and change management through the process. For mergers to succeed, business strategies must be clear, financial expectations set, and cultural differences recognized.
Vodafone bids for Mannesman in an attempt to become the global leader in the mobile industry. However, Mannesman's German corporate governance structure, with stakeholder interests like workers and unions having representation, presents an obstacle. Shareholders are just one group on the supervisory board, unlike the UK and US systems where shareholders interests dominate. This difference in corporate culture complicates Vodafone's takeover attempt.
Pfizer strategy for internationalizationAamir chouhan
This document provides an overview of Pfizer, a global pharmaceutical company. It discusses Pfizer's vision, mission, strategic moves, organizational structure, and key financial metrics. Pfizer discovers, develops, and markets prescription medicines for humans and animals. It has grown through acquisitions and partnerships, and restructured in 2014 to focus on innovative pharmaceuticals, vaccines, and consumer healthcare. Pfizer faces challenges from patent expirations and increasing costs of drug development.
This document provides an introduction to international human resource management (IHRM). It defines IHRM as procuring, allocating, and utilizing human resources across a multinational corporation while balancing integration and differentiation of activities in foreign locations. The document outlines some key differences between domestic HRM and IHRM, such as IHRM involving more HR activities like taxation and cultural orientation, as well as a broader perspective and greater risks. It also lists some common challenges for IHRM like high expatriate failure rates, managing talent globally, and addressing different labor laws and cultural values in foreign locations.
This document discusses organizational restructuring and mergers and acquisitions. It defines organizational restructuring as changes made to personnel, departments, and reporting structures to meet market needs. Causes of restructuring include changing strategies, structural types, downsizing, and expanding. Mergers and acquisitions combine two companies and require restructuring the new organization. Managing change and employee attitudes is important for a successful restructuring.
The document discusses international human resource management (IHRM). It defines IHRM as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. IHRM includes typical HR functions like recruitment, selection, training etc. at an international scale along with activities like global skills management and expatriate management. The objectives, needs and functions of IHRM are explained. Key activities involved in IHRM are discussed along with issues like managing international assignments and culture. Effective IHRM implementation requires determining international operations strategy and ensuring standardized or localized HR policies. Staffing policies in IHRM like ethnocentric, polycentric and geocentric approaches are also summarized.
This document discusses employee engagement and its importance. It defines three levels of employee engagement: actively engaged employees who strive to meet and exceed expectations; not engaged employees who feel overlooked and have unproductive relationships; and actively disengaged employees who undermine others and damage the organization. Factors that influence engagement include importance, attrition rates, productivity, costs, and innovation. Measuring engagement involves listening, surveying current levels using tools like the Gallup Q12, and analyzing survey results.
Arcelor Mittal Merger Case Cross Culture Managementrobvandamm
The merger between Arcelor and Mittal Steel in 2006 created the world's largest steel company. Though competitors, they had little overlap in operations. Arcelor brought extensive distribution and service centers while Mittal owned raw materials. The $105 billion company faced challenges integrating differing cultures from Europe and India. Communication strategies like conferences calls and news updates helped address cultural barriers. The merger aimed for rapid integration while managing operations and growth, but cutbacks during the recession led to strikes and layoffs.
This document presents information on mergers and acquisitions (M&A) through a slideshow presentation. It discusses the history of M&A in India, defines mergers and acquisitions, compares the differences between them, and outlines the objectives, benefits, types, examples, process, strategies, and problems associated with M&A. It also provides details on the recent merger between Tech Mahindra and Satyam, including analysis and outlook. In conclusion, it states that the success of an M&A depends on the planning and strategies of the acquiring company.
The record of mergers and acquisitions have not been impressive all over the world. Most of these deals fail or are unable to achieve its projected growth and targets. The most common reason responsible for the failure of M&A deals are the cultural differences in the organisations. This paper discusses the reasons why most M&A deals fail with help of 2 examples.
Change Management-Management Skills Development Project Health Informatics Su...Sunil Nair
This document summarizes a case study of the merger between Manulife Financial and John Hancock, and the acquisition of Maritime Life, a Canadian insurance company. Key points:
1) Manulife acquired John Hancock in 2003, including its subsidiary Maritime Life, which had a close-knit culture.
2) Downsizing and cultural changes after the merger led to dissatisfaction among Maritime Life employees.
3) A new manager with a different leadership style struggled to engage employees who were anxious due to lack of communication.
4) The case shows the importance of change management and leadership skills for successful post-merger integration.
Financial services firms are struggling to adapt to the new competitive landscape in the post-crisis environment. Many are still relying on outdated leadership styles and business models from before the crisis. Research shows that financial services leaders heavily rely on a coercive leadership style, demanding specific actions rather than empowering employees. This has led to a lack of employee engagement and focus on customers. Fewer than two-thirds of financial services employees feel engaged and able to do their job effectively. Additionally, only about two-thirds see their organization as customer-focused, compared to nearly 80% for the world's best performing companies. The prevailing leadership approaches are holding back renewal and sustainable performance improvement in the sector.
Impact Of M&A On Employees & Working ConditionsShiva Shankara
Mergers and acquisitions can have significant impacts on employees and working conditions. When two companies merge, there is often a clash of cultures that pulls employees in different directions and endangers the objectives of the merger. Individual employees and groups within the companies may experience ego clashes or a loss of control. Personnel issues like compensation and job roles can also be affected when organizational structures differ between companies. The merger process itself typically takes 6-9 months and involves reorganization that disturbs the work culture. Employees experience stress, uncertainty and fears about potential job losses or changes to their roles. Integrating the human resources of the merging companies is key to the success of the merger but can be challenging.
Mergers & Acquisitions 2013 | Aadhit B Balaji Aadhit B
This document discusses mergers and acquisitions (M&A) activity involving Indian companies. It notes that M&A is an important method for achieving inorganic growth for businesses. However, M&A activity in India declined significantly in fiscal year 2012 due to global economic uncertainties and domestic factors like rising interest rates and a depreciating rupee. The document then analyzes different types of mergers like horizontal, vertical and conglomerate mergers. It also discusses the key drivers, legal framework and recent trends in M&A deals involving Indian companies.
This document discusses research analyzing the relationship between the financial performance and social/environmental performance of over 1,100 CEOs. The research found no overall correlation but identified some CEOs who excelled in both areas. A few examples of CEOs who delivered great financial returns while also having strong social/environmental performance are highlighted, such as Franck Riboud of Danone and Alessandro Carlucci of Natura. The document also discusses how evaluating CEOs based on both financial and non-financial metrics could help encourage more sustainable, long-term leadership.
Mergers and acquisitions (M&As) allow companies to gain competitive advantages such as economies of scale, increased market share, and access to new customers and technologies. The document discusses the objectives and strategies of M&As, including international trends in M&A activity over the last century. There have been five major waves of M&A activity driven by factors like industry consolidation, globalization, and economic conditions. Currently, healthy corporate balance sheets, low interest rates, and growing M&A activity in emerging markets are fueling a new wave of cross-border M&As.
Pg. 233-275.pdfChapter 7 , Clorlal Alliances and Strategy .docxrandymartin91030
Pg. 233-275.pdf
Chapter 7 , Clorlal Alliances and Strategy Implementation 233
0pqn]ng Profile: Haeir.Group: Growth Through Strategic Alliances, Acquisitions,
and GlobalNetworks.'
Chairman and CEO Zhang Ruimin took the reins of the Chinese government-conrrolled Qingdao
Refrigerator Plant in 1984. He took over a company with 100 empioyees and poor qualiry products. To
make matters worse, they were on the verge of bankruptcy. In his dramatic first act as CEO he smashed
76 poor-quality refrigerators with a hammer to drive home his intention to inprove product quality. Ever
pragmatic, Zhang Ruimin believes that Haeir has to think alrout talent management and performance
management. They must focus on how they can change the mindset of the employees to get the needed
results.
The foundation of Haier's human resource management strategy is rigorous performance manage-
ment. They rank ernployees daily on results. Managers are evaluated monthly on pertbrmance and
quarterly on potential, The system is fully transparent, and pedormance management is tightly linked to
employee rewards and deveiopment. This system is highly differentiated from human resource practices
used in other Chinese companies.
Today Haiel Group is the fourth-largest white goods (refrigerators, washing machines, and other
appliances) manufacturer in the world and is a very well known brand in China. As it grew, Haier
acquired 1 8 companies that it identified as running at a loss, Haier acquired these companies because of
their market potential, vitality and expected contributions once Haier's manufacturing processes and
culture were adopted. Once acquired, Haier then restructured processes and procedures and converted
idle tangible assets into productive assets at a minimum cost and in a short period of time.
Haier has established an extensive sales network around the globe primarily through strategic
alliances with key partners in prospective global markets. Haier learned about the U.S. market by
suppiying small refrigerators to Wal-Mart Stores as Haier built their internationalization competeocies.
Haier uses a three-pronged approach to internationalization that includes a localization strategy
cornbining design, production and marketing network as the core of its global branding straiegy, By the
end of 2006, Haier owned 240 corporate subsidiaries and 18,000 sales outlets throughout the world.
It has 5 research centels, 8 design centers, 6 design branches, 10 inlormation stations, 30 manufacturing
centers, 22 trading companies and almost 59,000 sales network outlets in more than 160 countries.
Haier has their eye on the high-tech future. Zhang believes that people must be connected to the
world during the infbrmation era. He hopes that through this set of solutions, Haier can enable every-
body, especially the Chinese, to enter the information era.
Source: Mary B. Teagarden and Dong Hong Cai, "kaming lrom Dragons who are Learning from Us:
Developmental Lessons from China.
MODULE 05 PROJECT - FINANCIAL STATEMENTS
1
Financial Statements
Name: Rodney Wheeler
Institution: Rasmussen College
Course: A332/ACG3357 Section 02 Accounting for Business Managers
Date: 06/18/17
The illustration of the Ford’s balance sheet is an illustration on the company’s financial health. It also indicates and expounds on the company’s financial transactions, income, cash and financial flows from its investments plans and activities. The sales of the company’s products and services as listed in the balance sheet is an essential consideration on the how the company can increase its sales based on the different financial restrictions and investments. Production is another issue that is essential and critical in managing and understanding the performance of the company from the financial and expenses issues. To use such information will help the company and its stakeholders to understand how the company’s expenditure in production affects its income and profitability.
On the hand, knowing and understanding the health of a company from the assets side, will help in the acquisition of direct materials either for production and investment. It is important to use the different financial assessments to understand the value of the company’s financial position. Essentially, it is a way of focusing on the financials of the company such as cash flows and income statements to help in understanding the resources being pulled into manufacturing. More essentially is to project and estimate the next cycle of manufacturing services and operations in which the company will be involved. Expenditure on sales and how the company uses financial resources such as cash and non-cash resources is critical. For instance, Ford should focus on the role of its financial plans and accessibility of investment information for its stakeholders. This will offer confidence and trust for the investors on the performance of the company and it’s administrative. Administration faces the challenge of accountability and responsibility of its decisions and focusing on financial growth and awareness.
References
Johnson, P. F. (2014). Purchasing and supply management. McGraw-Hill Higher Education.
Running head: PRODUCTION COST METHODS
1
PRODUCTION COST METHODS
1
Production Cost Methods
Name: Rodney Wheeler
Institution: Rasmussen College
Course: A332/ACG3357 Section 02 Accounting for Business Managers
Date: 06/11/17
Introduction
Since its conception in 1903, Ford Motor Company has seen its share of highs and lows regarding market share and stock prices, but recently things have been going downhill for the company (Acharya, V., Schaefer, S., & Zhang, Y., 2015). The company’s market value is currently not doing better than Tesla’s or General Motors’s. Stock prices have dropped by over 40% since 2014.
Cost production methods
In a move to reduce product costs, Ford has come recently announced that they are going to cut up to 10% of the company’s workforce in North America a ...
This document summarizes the key findings of a survey examining barriers to business transformations. The survey found that:
1) Organizational complexity was the largest barrier to business model changes, as companies have evolved complex structures through acquisitions and globalization.
2) Nearly all companies plan to pursue some form of business transformation in the next two years, with partnerships and joint ventures being the most popular transactional strategy due to their lower perceived risk compared to acquisitions.
3) However, partnerships can be challenging to execute and many fail due to a lack of control, cultural clashes, and other issues. Companies need to fully understand the risks before pursuing them.
Financial services firms still project an image of profitability and effective leadership, but this does not reflect reality according to new research. Many firms have yet to adapt to the new competitive environment following the financial crisis. Their leadership styles and business models remain outdated and prevent the necessary changes to thrive in today's environment. To succeed, firms must make clients the priority, lead change effectively, and develop new solutions through innovation. However, widespread leadership practices from before the crisis still rely on demanding actions from employees rather than empowering them. As a result, many employees are demotivated and unable to perform at their best. For financial firms to renew themselves, senior leaders must acknowledge issues and drive real cultural and strategic changes.
Merger and acquisition a strategic move towardsTapasya123
In a dynamic economy, business structures and company structures are in a state of
constant flux. This leads to several forms of re-organisation. Thus, in the wake of economic
reforms, enhanced competition and globalisation of businesses; industries have started
restructuring and growing their operations around their core business activities either
by internal expansion or by external expansion. In the case of internal expansion,
a firm grows gradually over time in the normal course of the business, through acquisition
of new assets, replacement of the technologically obsolete equipments and the
establishment of new lines of products. But in external expansion, a firm acquires
a running business and grows overnight through corporate combinations. These
combinations are in the form of mergers, acquisitions, amalgamations and takeovers;
which have now become important features of corporate restructuring because of the
increasing exposure to competition both domestically and internationally. Although
successful organisations are often marked by a modest, continuous level of change,
the past few years have been marked by significant business and talent survival tactics
in response to challenging economic conditions. Moreover, the effects of these multiple
and ongoing changes produce complex and often ambivalent results. Employees are
the hardest hit by M&As and may take a long time to recover. Employees want to
see and hear from their senior leaders to help understand where the new organisation
is going, and how this change influences their jobs and the organisation as a whole.
Merger and Acquistition: A Strategic move towards Change and HR Challengesprofessionalpanorama
In a dynamic economy, business structures and company structures are in a state of
constant flux. This leads to several forms of re-organisation. Thus, in the wake of economic
reforms, enhanced competition and globalisation of businesses; industries have started
restructuring and growing their operations around their core business activities either
by internal expansion or by external expansion. In the case of internal expansion,
a firm grows gradually over time in the normal course of the business, through acquisition
of new assets, replacement of the technologically obsolete equipments and the
establishment of new lines of products. But in external expansion, a firm acquires
a running business and grows overnight through corporate combinations. These
combinations are in the form of mergers, acquisitions, amalgamations and takeovers;
which have now become important features of corporate restructuring because of the
increasing exposure to competition both domestically and internationally. Although
successful organisations are often marked by a modest, continuous level of change,
the past few years have been marked by significant business and talent survival tactics
in response to challenging economic conditions. Moreover, the effects of these multiple
and ongoing changes produce complex and often ambivalent results. Employees are
the hardest hit by M&As and may take a long time to recover. Employees want to
see and hear from their senior leaders to help understand where the new organisation
is going, and how this change influences their jobs and the organisation as a whole.
Suntory, a Japanese alcohol company, is considering acquiring Distill, a UK-based liquor brand. A report analyzes the financial and strategic performance of Distill to evaluate the feasibility of the acquisition. Distill has experienced declining revenue but improved profit margins in recent years. The acquisition would expand Suntory's brand portfolio and give it access to Distill's existing markets and skilled employees. A successful integration would require managing cultural differences, developing trust between employees, and controlling costs during the transition.
In today’s scenario, we come across great mergers and acquisitions of various companies generally to enhance their financial synergies for lower cost of capital, to improve the company’s performance, and for diversification for higher growth products or markets. In general terms mergers and acquisitions, we mean the consolidations of two or more companies to form one. Although M&A are used interchangeably, they come with different legal meanings, as in mergers, two companies of similar size or so combine to form a new single entity. On the other hand, an acquisition is when a larger company acquires a smaller company, thereby absorbing the business of the smaller company. Moreover, mergers and acquisitions transactions can be differentiated as a horizontal, vertical, conglomerate, etc, or determined in form as a statutory, subsidiary, or consolidations. Valuation being a significant part of M&A is a major point of discussion between the acquirer and the target company.
Assignment 2 LASA 1Business Unit AnalysisDirections Create a.docxrock73
Assignment 2: LASA 1
Business Unit Analysis
Directions: Create a Feasibility Study for Harley-Davidson using the following outline:
Part I: Differentiation Strategies
The analysis of current strategy and competitor analysis you conducted last module impressed the senior vice president. She now needs you to delve into the brands and analyze them by conducting a business unit analysis and presenting your findings in a three-part PowerPoint presentation.
Research the Harley-Davidson (H-D) Web site for each brand, and review the annual report for relevant details of the size, scope, target market, services and amenities, and other salient points of differentiation. Include these details in Part I of your PowerPoint presentation.
From the research and analysis of the business units, identify:
· A description of each brand that provides a clear picture of the brand and its place in the overall portfolio of Harley-Davidson.
· The target market of each brand.
· How the brands are alike and how they differ.
· A preliminary analysis of any gaps that exist in the portfolio that might lead to opportunities to add to the brands.
· Your analysis of possible merger/acquisition/joint venture possibilities and what would be achieved or accomplished through the merger/acquisition/joint venture.
Part II: SWOT Analysis
Perform a SWOT analysis for Harley-Davidson and include this information in Part II of your PowerPoint presentation.
· Based on the internal analyses of the SWOT analysis, assess the functional areas, resources, capabilities, and strengths H-D possesses. Please be sure to cover the following functional areas in your assessment:
· Marketing: New product development, integrated marketing planning, marketing communications, and building customer loyalty.
· Operations: Quality, service, and consistent execution.
· Human Resources: Hiring, training, developing talent, and performance planning. Avoided lawsuits and bad PR due to its hiring practices. Is ethical in its HR practices.
· Executive Leadership: Industry knowledge and experience, vision about where the industry is heading, and strategy execution.
· Supply Chain Optimization: Strategic sourcing of input, vendor management, integrated IS, and joint forecasting with suppliers.
· Corporate Responsibility and Ethics: Concern for corporate citizenship and the environment. Present any potential ethical concerns as well.
· Safety and Quality: How the motorcycle industry is dealing with safety and quality issues.
Part III: Growth and Profitability Strategies
In addition, the executive board is interested in your ideas about bold strategies for the future. The strategies you recommend will have to contribute to growth and profitability, as outlined in the Annual Report.
You will want to pay special attention to exploring vertical integration, strategic alliances, and the internal growth of new brands entering new geographic markets, and/or additional acquisitions.
Consider the following:
· Is ...
This document discusses foreign direct investment and strategies for international business. It defines FDI and explains various entry strategies like licensing, franchising, joint ventures, and wholly owned subsidiaries. Factors that attract and discourage FDI are presented. The types of FDI include horizontal, platform, and vertical investments. International strategies range from ethnocentric to geocentric approaches.
This document provides information about an assignment comparing the marketing strategies of Coca-Cola and Pepsi. It includes profiles of both companies, discussing their histories, products, missions, visions, and marketing mixes. Coca-Cola began in 1886 and returned to India in 1993 after a 16-year absence. Pepsi was created in 1893 under the name "Brad's Drink" and entered India in 1989 through a joint venture. Both companies have grown significantly in India and compete directly in various product categories and strategies.
This document provides information about Coca-Cola and Pepsi in India, including their histories, products, marketing strategies, and competition. Coca-Cola entered the Indian market in 1970 but exited in 1977, re-entering in 1993. Pepsi entered India in 1985. Both companies have expanded their product portfolios beyond carbonated drinks to include juices, coffee, water, and snacks. Coca-Cola and Pepsi employ similar marketing strategies utilizing celebrity endorsements and focusing on youth, but Coca-Cola has a longer history and more established brand in India.
This document discusses leadership styles and theories of leadership. It begins by defining leadership style and describing several common styles, including autocratic, bureaucratic, charismatic, participative, transactional, transformational, and laissez-faire. It then discusses theories of leadership such as the Great Man theory, trait theories, behavioral theories, and contingency theories. The rest of the document discusses the role of a leader in an organization and the contingency approach to leadership.
My Doctor is an innovative tele-medicine platform that provides clinical homecare services for patients. It aims to transform healthcare delivery and access in India by using technology to provide medical advice and support quickly and cost-effectively. My Doctor offers a range of services like 24/7 access to experienced doctors, home visits, medical records, and e-prescriptions to individuals, families, corporates and residential societies.
This document contains information about Sunil Kr Ahirwar, a 5th semester student studying BBA-IB at Amity International Business School in Noida, Uttar Pradesh. It provides details about his educational background and current program of study. It also includes sections on the marketing mix elements of product, price, place, promotion, positioning, people, process, physical evidence, and the role of public relations in marketing.
This document discusses human resource management approaches for multinational corporations. It outlines four main approaches: ethnocentric, polycentric, regiocentric, and geocentric. For each approach, it provides the definition, advantages, and disadvantages. It also discusses challenges with international assignments, such as culture shock, and compensation packages for expatriates including allowances for costs of living, housing, education, relocation, and home leave.
Toyota Motor Corporation is a Japanese automotive manufacturer founded in 1937 by Kiichiro Toyoda. It launched its first car in 1947 and began expanding globally in 1959. Toyota prides itself on its human resource policies like recruitment, selection, training, performance appraisal, and compensation. It focuses on hiring people with strong work ethics and providing extensive training. Toyota was one of the first companies to establish manufacturing plants outside Japan to reduce costs and has expanded globally since then. While this expansion provides benefits like employment and economic growth, it can also result in disadvantages such as loss of culture and environmental degradation.
The Coca-Cola Company is headquartered in Atlanta and sells products in over 200 countries. It produces over 3,000 beverage products and is involved in manufacturing, distribution, bottling and marketing of non-alcoholic concentrates. Coca-Cola was created in 1886 by John Pemberton and was named and trademarked by Frank Robinson. The company focuses on corporate social responsibility priorities of people, partners, portfolio, profit and planet. Coca-Cola India was established in 1993 and focuses on water conservation, energy reduction, sustainable packaging and community initiatives.
Sports have existed in many forms for thousands of years, originating from activities meant for leisure and physical activity. They provide numerous physical, psychological, and health benefits. Physically, sports increase strength, stamina, agility, and weight loss while reducing health risks. Mentally, they relieve stress, boost confidence, and improve social and leadership skills. Sports also promote unity and peace by bringing different groups together in a spirit of fair competition.
National banks operate within a single country, while international banks provide banking services across borders. Some key differences are that international banks can process payments through telegraphic transfer and provide services like letters of credit internationally. They also provide consultancy on cross-border financing and cash management. International banks allow customers to bank in different currencies and avoid risks of local economic issues like inflation by keeping wealth offshore. However, offshore banking is also associated with money laundering and tax evasion.
The document discusses e-commerce versus traditional marketing. E-commerce refers to buying and selling goods online without paper documents. Consumers can browse products online, add them to a shopping cart, and purchase them. Payment methods for e-commerce include credit cards, net banking, wire transfers, cash on delivery, and checks. Benefits of e-commerce include more product choices, cheaper prices through comparisons, direct contact with customers, ability to shop anywhere and anytime. Risks include not everyone having internet access and potential for credit card theft. Traditional marketing involves directly meeting customers through advertising, sales, distribution and other activities. Benefits are ability to see tangible products and try them before purchasing. Drawbacks include time spent finding parking
The document provides information about Northern Coalfields Limited (NCL), a subsidiary of Coal India Limited and one of the largest coal producers in India. It summarizes that NCL was founded in 1986 and produces 100% of its coal through open cast mines. In 2013-14, NCL's coal production was 68.64 million tonnes and its turnover was 9,303.88 crores. The document also outlines NCL's major consumers, production by various projects, types of coal dispatch, and SWOT analysis.
This document provides information about an internship report completed by Sunil Kr Ahirwar at Northern Coalfields Limited (NCL) as part of his Bachelor of Business Administration degree. It includes an executive summary of NCL, the objectives and importance of the study, research methodology used including secondary data collection, and outlines of the report contents. The report examines NCL's marketing activities including annual maintenance, customer satisfaction feedback, sales processes, and NCL's contribution to parent company Coal India Limited.
This document discusses motivational issues facing employees at Domino's Pizza in India. [1] Domino's was founded in 1960 in the US and is now the second largest pizza chain globally with over 10,000 stores in 70 countries. [2] It opened its first store in India in 1996. The major problem identified is a lack of motivation among employees, which affects operations. The objectives are to identify motivational issues, keep employees trained and motivated to improve productivity, and apply motivation theories. Literature reviewed includes information on Domino's vision, mission, and Maslow's hierarchy of needs as it applies to employees. The research methodology involves a questionnaire. The conclusion is that solutions need to be provided to overcome motivational
Zara is a global fashion retailer founded in Spain in 1975 that operates in over 86 countries. It designs and manufactures clothing, shoes, accessories and more for men, women, and children. Zara is known for its ability to design and produce new fashion items and get them to stores within 2-4 weeks, much faster than competitors. It produces around 10,000 new designs annually. While Zara controls its entire supply chain, its main competitors H&M and Gap outsource production. Through a vertically integrated model and rapid production cycles, Zara is able to stay on top of the latest fashion trends.
Converse was founded in 1908 and introduced the Chuck Taylor sneaker in 1917. It became extremely popular during the 1930s-1960s. In the early 1980s, Converse started making tennis and running shoes but remained best known for Chucks. Nike acquired Converse in 2003 and pursued a two-tiered strategy of fashion and performance shoes. This increased Converse's market share and sales but risks losing old fans preferring the original Chuck Taylor brand image.
Nokia started as a wood-pulp mill in 1865 and later became a successful manufacturer of paper. It is now a major telecommunications company that provides network equipment and was previously the largest mobile phone vendor. Nokia targets consumers between 20-50 years old and uses its marketing mix of the 4 P's. It has the largest market share of mobile phones but also faces threats from cheap copies, continuous technology changes, and competitors with better after-sales service.
Concurrency control is a mechanism for managing simultaneous transactions in a shared database to ensure serializability and isolation of transactions. It utilizes locking protocols like two-phase locking to control access to database items during transactions and prevent issues like lost updates, dirty reads, and incorrect summaries that can occur without concurrency control when transactions' operations are interleaved.
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The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
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Answers about how you can do more with Walmart!"
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Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
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Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Chapter wise All Notes of First year Basic Civil Engineering.pptx
IHRM Merger & Acquisition
1. Sunil
S u n i l K r A h i r w a r B B A I B , I H R M A s s i g n m e n t 5 S e m e s t e r Page 1
Assignment on International HRM
Amity International Business School
Amity University
Noida 125
SUNIL KR. AHIRWAR SECTION- ‘A’
COURSE- BBA-IB, V Sem. SUBMITTED TO FACULTY
ENRL NO- A1833312026 MS. SNIGDHA MALHOTRA
AMITY INTERNATIONAL BUSINESS
SCHOOL 2012-1015
2. Sunil
S u n i l K r A h i r w a r B B A I B , I H R M A s s i g n m e n t 5 S e m e s t e r Page 2
Recent Merger & Acquisition IHR Challenges:
Glaxo Wellcome -SmithKline Beecham: Glaxo Wellcome was a British multinational
pharmaceutical company in London, United Kingdom that merged with SmithKline
Beecham in 2000 to form GlaxoSmithKline.
PFIZER-WARNER LAMBERT: Pfizer acquired Warner-Lambert, bringing two
most fastest-growing companies in the pharmaceutical industry and adding to
Pfizer’s global strengths and heritage.
AOL-TIME WARNER: One of the biggest merger and acquisitions was that of
Internet service provider America Online and media giant Time Warner in 2000. The
merger thought to “lead the convergence of the media, entertainment,
communications and Internet industries, and provide wide-ranging, innovative
benefits for consumers” according to TimeWarner.com.
Lenovo-Motorola deal may raise espionage concerns Google said it plans to sell its
smart-phone business of Motorola Mobility for $2.91 billion to Lenovo, the Chinese
technology company. But experts in Washington say the deal faces a key hurdle Wall
Street may not be aware of: the Committee on Foreign INVESTMENT in the United
States.
TATA Chemical acquires US based Soda Ash Maker General Industrial Products for
$ 1 billion
Standard Chartered Bank bought 49% stake for $34.19 million in UTI Securities and
Interpublic Group hiked its stake in Lintas India to 100% for $100 million
UBS Global Management’s Acquisition of Standard Chartered Asset Management
Company for $ 117.78 Million
HSBC Bank sold its Swiss private banking assets to LGT Bank for 12.5 billion dollar
Tata Steel acquired UK based Corus for $ 8 billion.
CCI approved Acquisition of Cement Plants of Jaypee in Gujarat by UltraTech.
Indian shipping company Great Offshore acquires UK based Sea Dragon for US$ 1.4
billion
Indian companies announced merger and acquisition (M&A) transactions worth $8.4 billion
(around Rs.51,090 Crore) in July through 110 deals, an increase of 36% in transaction value
and a 23% increase in volume over July last year, according to Grant Thornton India LLP’s
monthly Deal tracker report. “We have witnessed an increase in inbound transactions but we
haven’t seen significant uptake in deals in the outbound space,” the report said. “We expect
2014 to be a bumper year as we see some activity in infrastructure, automotive and auto
ancillary space as new capacities is added in the two- and four-wheeler and commercial
vehicle segment.” Total deals concluded since the beginning of the year stands at $30.99
billion against $23.05 billion for the same period last year, the report said.
The country saw cross-border transactions worth $4 billion in July, a 517% jump against
$671 million in the same month last year. From January to July, deals worth $10.5 billion
were recorded in the cross-border transaction segment against $9 billion for the same period
last year, the highest in the last two years.
One of the biggest deals struck last month was Reliance Power Ltd’s acquisition of the
Karcham Wangtoo 1,391 megawatts (MW) hydropower plant in Himachal Pradesh and the
400MW hydroelectric plant in Vishnuprayag in Uttarakhand from Jaiprakash Power Ventures
Ltd for $2 billion.
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HR Challenges: Human Resources face a number of challenges
during a Merger or Acquisition Include:
1. Identifying and communicating the reasons for the M&A to employees. Often
employees see change as dislocating and upsetting. HR must communicate effectively
and openly with all employees throughout the transition. Specifically, HR must
communicate with employees about the necessity for the change, explain how the
change will benefit them, and manage the stresses that accompany change.
2. Forming an M&A team and choosing and coaching an M&A leader. The team leader
must focus solely on the M&A rather than be involved in running the business, be
sensitive to cultural differences, lead the change process, and retain and motivate key
employees.
3. Assessing the corporate cultures. One company may be driven by a sales mentality
while another may be focused on innovation. Or decisions in one company may be
top down while the other may be used to more participative decision making. HR
must anticipate cultural challenges and take steps to integrate the two cultures.
4. Deciding who stays and who goes. HR must determine the new organizational
structure, and retain and motivate key talent.
5. Comparing benefits, compensation and union contracts and deciding on HR
policies and practices
The rapid changing business scenario in the market place, due to the globalization
phenomenon, growth in the outsourcing mode of working, the need to speed up growth, and
the shortening of product cycles, has forced companies to think about using "mergers and
acquisitions" as a part of their business strategy, to meet their business goals. Depending on
how the two companies see their position in the merger, they would broadly fit into one of the
four situations - rescue, partnership, adversarial, hostile. Regardless of the reasons for the
merger the objective is to produce advantages for both the buying and selling companies, that
is, the resultant entity should be greater than the sum total of the individual entities.
Value (A+B) > Value (A) + Value (B) While there are many reasons cited for failures of mergers,
the key area that has become very important, is to understand the process of managing the
human resources in a way where they are not only retained, but also collaborate effectively to
contribute higher levels of performance.
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Possible HR Strategy which are Critical in the Issue:
Detailed HR due diligence
Employee communication
Talent retention and selection
Integrating the HR function
Integrating pay and performance management programs
HR planning and project management
Leadership development
Change management and culture
Communicate with employees on the necessity of change
Explain how change will benefit them
Provide visible incentives for change
Manage the stresses that go hand-in-hand with workplace change
Get it done quickly, even as the market environment is changing
Corporate brands and well defined reputation
Capital and new streams of revenue
Core competencies in management or business processes
People who possess unique skills or customer relationships
Needed elements of a culture or operating environment
Management resources
An inability to sustain financial performance
Loss of productivity
Incompatible cultures
Loss of key talent
A clash of management styles
An inability to manage / implement change
Objectives / synergies not being well understood
5. Sunil
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Recent Merger & Acquisition Fail & De-Merger: Volvo and
Renault
In an industry where (a) transaction price and (b) cash vs. STOCK mix are front and center,
ownership dynamics are rarely the primary element of deal decisions. However the attempted
merger of Volvo and Renault in 1993 plainly illustrates the staggering effects of pro forma
ownership structure on the outcome of a transaction.
What could have been a union that would save an astounding $5 billion in production,
engineering, and distribution synergies, ultimately precipitated a collapsed deal and the
resignation of a Chairman that had led Volvo for more than twenty years.
However, Volvo was investor-held while Renault was owned primarily by the French
government. The combination of the two entities would leave Volvo with a 35% stake in the
new company and the French government in control of the remainder. While not inherently
detrimental, certain French comments about plans to privatize Renault implied that the
enterprise would effectively become a French company under French shareholder control.
More importantly however, a number of analysts felt that the root of the problem was a
widespread sentiment — within both Volvo and Sweden — that one of the nation’s industrial
gems was being sold to a foreign government that was likely to ignore the interests of
Swedish employees.
While there were clearly “too many cultural incompatibilities to make a merger work …the
CEOs of both companies decided to go forward anyway” explains Robert F. Bruner, dean of
the Darden Graduate School of Business at the University of Virginia. However “employees
at Volvo rebelled, ultimately forcing out the CEO. Volvo’s STOCK price cratered and the
brands of the two companies suffered.”
Volvo Chairman Pehr Gyllenhammar woefully explained that, in considering the merger,
“business issues have been mixed with political and social ones”. “The massive and often
aggressive debate”, he lamented, “has created a powerful pressure on Volvo’s social fabric.
Management has not quite been able to resist these pressures.”
Indeed despite continued support from Gyllenhammar, the combination of employee
pressure, public dissent, shareholder disapproval, and management revolt not only forced
Volvo to back out of the deal, but resulted in a slew of leadership resignations and threw the
future of the two carmakers into disarray.
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It was neither transaction price nor consideration mix that rendered this deal unworkable, but
rather the overwhelming impact of ownership on cultural dissent, which snowballed into a
sequence of costly events. Partner and managing director Dunstin Seale, of Senn Delaney,
perfectly summarizes the challenge, indicating not only that culture is the main catalyst of the
two-thirds of M&A efforts that fail to meet expectations, but that when it’s not the acquiring
company’s culture rejecting the foreign culture, it’s the acquired company’s culture rejecting
its new owner. In conclusion, focus on making cultural alignment a primary transaction
assessment area, communicating integration plans upfront, and maintaining sound judgment
of ownership dynamics. And you will be averting some of the biggest mistakes in recent deal
making history.
Suggestion to the Company:
The business strategy / need of a merger can be successful only when the merger contributes
a performance level that is greater than the sum of the individual performances. This also
means that the existing workforces would need to come together and derive synergic
collaboration benefits to generate higher levels of performance. This leads to the conclusion
that in any M&A, HR issues need to be addressed very effectively, and the teams not just
retained but also motivated to work together collaboratively. The success level is thus directly
proportional to the effective handling of the integration of human resources.
Evolve a clear vision and business strategy of the merger during the process of negotiation,
and have it ready for communication across the two companies.
Involve the HR early in the cycle of negotiations, to map the culture of both the companies,
and where necessary evolve a culture that suits the merged entity.
Create a new Organization Chart, and take up a detailed audit of the competencies of the
employees to map their roles and responsibilities as aligned with the new chart.
Establish a strong communication system, to proactively stall the arising fears and insecurity
amongst the people. Establish a single point of contact for the employees of the company to
talk to and seek clarifications / answers to their queries. This person should have easy access
to the Senior Management team to get their views to help clarify matters that arise.
7. Sunil
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Performance Management System of a Company:
Performance management is the systematic process by which an agency involves its
employees, as individuals and members of a group, in improving organizational effectiveness
in the accomplishment of agency mission and goals. Employee performance management
includes:
Planning work and setting expectations,
Continually monitoring performance,
Developing the capacity to perform,
Periodically rating performance in a summary fashion, and
Rewarding good performance.
The revisions made in 1995 to the Government wide performance appraisal and awards
regulations support sound management principles. Great care was taken to ensure that the
requirements those regulations establish would complement and not conflict with the kinds of
activities and actions practiced in effective organizations as a matter of course.
Performance is the true litmus test for survival in the marketplace. High-performing
employees contribute superior performance, giving the companies they work for a
competitive advantage -- and their extra effort differentiates great organizations from merely
good ones.
Planning
In an effective organization, work is planned out in advance. Planning means setting
performance expectations and goals for groups and individuals to channel their efforts toward
achieving organizational objectives. Getting employees involved in the planning process will
help them understand the goals of the organization, what needs to be done, why it needs to be
done, and how well it should be done.
The regulatory requirements for planning employees' performance include establishing the
elements and standards of their performance appraisal plans. Performance elements and
standards should be measurable, understandable, verifiable, equitable, and achievable.
Through critical elements, employees are held accountable as individuals for work
assignments or responsibilities. Employee performance plans should be flexible so that they
can be adjusted for changing program objectives and work requirements. When used
effectively, these plans can be beneficial working documents that are discussed often, and not
merely paperwork that is filed in a drawer and seen only when ratings of record are required.
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Monitoring
In an effective organization, assignments and projects are monitored continually. Monitoring
well means consistently measuring performance and providing ongoing feedback to
employees and work groups on their progress toward reaching their goals.
Regulatory requirements for monitoring performance include conducting progress reviews
with employees where their performance is compared against their elements and standards.
Ongoing monitoring provides the opportunity to check how well employees are meeting
predetermined standards and to make changes to unrealistic or problematic standards. And by
monitoring continually, unacceptable performance can be identified at any time during the
appraisal period and assistance provided to address such performance rather than wait until
the end of the period when summary rating levels are assigned.
Developing
In an effective organization, employee developmental needs are evaluated and addressed.
Developing in this instance means increasing the capacity to perform through training, giving
assignments that introduce new skills or higher levels of responsibility, improving work
processes, or other methods. Providing employees with training and developmental
opportunities encourages good performance, strengthens job-related skills and competencies,
and helps employees keep up with changes in the workplace, such as the introduction of new
technology.
Carrying out the processes of performance management provides an excellent opportunity to
identify developmental needs. During planning and monitoring of work, deficiencies in
performance become evident and can be addressed. Areas for improving good performance
also stand out, and action can be taken to help successful employees improve even further.
Rating
From time to time, organizations find it useful to summarize employee performance. This can
be helpful for looking at and comparing performance over time or among various employees.
Organizations need to know who their best performers are.
Within the context of formal performance appraisal requirements, rating means evaluating
employee or group performance against the elements and standards in an employee's
performance plan and assigning a summary rating of record. The rating of record is assigned
according to procedures included in the organization's appraisal program. It is based on work
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performed during an entire appraisal period. The rating of record has a bearing on various
other personnel actions, such as granting within-grade pay increases and determining
additional retention service credit in a reduction in force.
It's crucial for businesses to have systems in place to identify, recognize, reward, and retain
their top performers to achieve sustainable growth. Most companies understand this and
spend enormous sums acquiring a performance management system to help ensure their
success. Yet wide variation in employee performance persists despite this INVESTMENT.
Though good processes are important in any performance management system, the human
element is the most important component in whether employees perceive the system as
effective. The relationship between an employee and his or her manager is the key factor in
driving those perceptions, and it accounts for the great variance in those perceptions among
the employees we studied. Our research with these 22 companies revealed that great
managers:
Clearly communicated performance standards and what good performance in a role looks like
Helped employees understand that the purpose of the performance management system was
to aid in their development; it was not just an activity required for pay or promotions
A company might have a world-class performance management system in place, but the
system is only as effective as the managers who implement it. Companies that want to
increase organizational and employee performance and productivity should INVEST in
getting the right managers in place and support them in engaging their employees.
Rewarding
In an effective organization, rewards are used well. Rewarding means recognizing
employees, individually and as members of groups, for their performance and acknowledging
their contributions to the agency's mission. A basic principle of effective management is that
all behavior is controlled by its consequences. Those consequences can and should be both
formal and informal and both positive and negative. Good performance is recognized without
waiting for nominations for formal awards to be solicited. Recognition is an ongoing, natural
part of day-to-day experience. A lot of the actions that reward good performance like saying
"Thank you" don't require a specific regulatory authority. Nonetheless, awards regulations
provide a broad range of forms that more formal rewards can take, such as cash, time off, and
many nonmonetary items. The regulations also cover a variety of contributions that can be
rewarded, from suggestions to group accomplishments
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Managing Performance Effectively Host & Home Country:
In effective organizations, managers and employees have been practicing good performance
management naturally all their lives, executing each key component process well. Goals are
set and work is planned routinely. Progress toward those goals is measured and employees
get feedback. High standards are set, but care is also taken to develop the skills needed to
reach them. Formal and informal rewards are used to recognize the behavior and results that
accomplish the mission. All five component processes working together and supporting each
other achieve natural, effective performance management.
Performance management has arguably been one of the defining trends in human resources in
recent years. Yet regular performance appraisals often have a negative effect on employee
morale. I suggest that the problem here is one of understanding the crucial difference between
performance appraisal and performance management. It might initially seem that this is
merely a matter of semantics and it is true that the two terms are often used interchangeably.
A good performance management system, however, goes far beyond performance appraisal
and should therefore avoid the negative connotations of that term.
Effective performance management should be concerned with positive development, both for
employees and for the organization. Performance appraisals produce groans all round and can
make employees feel they are being held under a spotlight, a situation that is hardly
conducive to good morale. Additionally, it can be very difficult to quantify some employee
strengths that nevertheless make a strong contribution to the effectiveness of the workplace.
Implementing a positive performance management system may require a fair amount of work
initially but, once the fundamentals are in place, it should run smoothly. Performance
management – used appropriately – can promote a business’s effectiveness. Effective
performance management should fulfill the following ten criteria:
1. Have clear, easily defined job descriptions for each and every specific position in the
organization.
2. Ensure that employees’ goals are aligned with those of the organization.
3. Establish priorities for both the organization and the employees.
4. Involve collaboration between managers and employees; two-way communication is
essential to successful practice. An organization that has a successful performance
management system in place will foster an open environment that allows for freedom
of discussion.
5. Obtain input from employees and provide a framework for managers to respond to
this.
6. Recognize employees’ accomplishments, even those that may be difficult to quantify.
7. Allow for frequent, continuous feedback, including informal feedback, that is both
positive and constructive; this could include 360° feedback that includes comments
from peers, customers and supervisors.
8. Provide employees with adequate resources and professional development
opportunities: courses, seminars, opportunities to attend conferences, mentoring, etc.
9. Give management the necessary information for decisions on promotion, salary
increases and terminations.
10. Be user-friendly.
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A performance management system that is, once implemented, relatively easy to
administrate, and that allows for managers to actively listen to their employees, will result in
a positive and productive workplace where everyone feels valued and respected. If goals for
future performance are set, they should be mutually agreed on and should be, ideally,
SMART goals: specific, measurable, attainable, realistic and timely. If competencies are part
of the performance management process, then each employee should have a competency
profile.
Above all, it is essential to foster a workplace environment where two-way communication is
encouraged and where feedback is mainly positive or constructive. Performance management
should focus more on encouraging and developing employees’ strengths and providing
opportunities for growth rather than annual appraisals that are directly linked to raises and
bonus payments.
Shift iQ offers companies a performance management system that is both efficient and user
friendly. Results from performance measurement initiatives can be analyzed instantly and
provide feedback that links directly to its Learning Management System, Compensation
Management System and its Talent Database.
A first-rate performance management plan is the key to creating an engaged and
aligned workforce—the hallmark of all successful businesses. Without one, your
organization could lose more than just time and MONEY – you could lose knowledge,
employees and, in the end, your competitive edge.
Sunil Kr Ahirwar
Amity International Business School
Amity University Noida-125
Mo: +91-9871836819
Email: sunil.ahirwar@student.amity.edu