This document discusses compensation issues and outlines several topics related to performance and compensation management. It begins by outlining global compensation issues such as remittances by foreign workers, factors that influence remittances, and the positive and negative impacts of remittances. It then discusses competency-based pay, highlighting the differences between job-based pay and competency-based pay, why competency-based pay is used, and how productivity is linked to competency-based systems. Finally, it briefly mentions how to attract and retain Generation Y employees.
This presentation provides an overview of international pay systems. It discusses how pay systems differ based on economic, institutional, organizational, and employee factors across countries. While technology has helped globalize pay systems, differences still require a broad approach. Companies used to determine most pay policies locally but are now centralizing and harmonizing practices across locations. The presentation examines various influences on international pay systems like culture, trade unions, ownership structures, costs of living, and expatriates pay. It concludes that adopting an international perspective is important for understanding compensation issues.
This document discusses human resource management for international businesses. It covers selecting, preparing, compensating, and retaining expatriates. Key topics include selecting expatriates based on technical competence and adaptiveness, preparing expatriates by focusing on general country understanding and cultural sensitivity, compensating expatriates through various pay plans, and difficulties with repatriating expatriates as they readjust to their home country. The document also examines international labor relations and how worker populations will change in the future.
International human resource management (IHRM) refers to managing human resources across international boundaries. Major activities of IHRM include human resource planning, recruitment, selection, orientation, placement, training and development, remuneration, and performance evaluation across subsidiaries in different countries. Countries are categorized as home countries where headquarters are located, host countries where subsidiaries are located, and third countries which are sources of finance and human resources. The three types of employees in IHRM are home country nationals from the headquarters country, host country nationals from the subsidiary country, and third country nationals from neither the headquarters nor subsidiary countries.
International human resource management (IHRM) involves procuring, allocating, and utilizing human resources across borders. IHRM is more complex than domestic HRM due to differing cultures, economic conditions, and legal systems among countries. Firms must decide whether to use parent-country nationals, host-country nationals, or third-country nationals as managers abroad. Training and compensation systems also need to be adapted to each country's requirements. The major differences between domestic and international HRM include dealing with business activities across borders, increased complexities from factors like currency fluctuations and foreign laws, and increased involvement in employees' personal lives abroad.
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.
A study of international human resource management- theories and techniques Antara Rabha
Understanding the concept of International Human resource management in terms of recruitment and training. Basic concepts and clear understanding. all the Various methods of recruitment-offline as well as online methods and various types of training such as an internship , apprenticeship etc.
This document discusses international human resource management (IHRM). It defines IHRM and explains how cultural, economic, legal and other factors across countries affect HRM practices. The key differences between domestic HRM and IHRM include more HR activities due to operating globally, the need for a broader perspective, greater involvement in employees' personal lives, and higher risks. The document outlines various IHRM functions such as recruitment, training, performance management, compensation and repatriation. It discusses approaches to staffing internationally and the expatriate assignment life cycle.
Compensation management in international contextkoshyligo
This document discusses key components of international compensation packages. It outlines base salary, allowances like cost of living allowance and housing allowance, benefits, and approaches to compensation. The three main approaches are the budget system, local going rate system, and balance sheet/home net system. The balance sheet approach aims to maintain the same net income and living standard in the host and home countries through adjustments to the compensation package. International taxation is also addressed, outlining tax protection and tax equalization approaches.
This presentation provides an overview of international pay systems. It discusses how pay systems differ based on economic, institutional, organizational, and employee factors across countries. While technology has helped globalize pay systems, differences still require a broad approach. Companies used to determine most pay policies locally but are now centralizing and harmonizing practices across locations. The presentation examines various influences on international pay systems like culture, trade unions, ownership structures, costs of living, and expatriates pay. It concludes that adopting an international perspective is important for understanding compensation issues.
This document discusses human resource management for international businesses. It covers selecting, preparing, compensating, and retaining expatriates. Key topics include selecting expatriates based on technical competence and adaptiveness, preparing expatriates by focusing on general country understanding and cultural sensitivity, compensating expatriates through various pay plans, and difficulties with repatriating expatriates as they readjust to their home country. The document also examines international labor relations and how worker populations will change in the future.
International human resource management (IHRM) refers to managing human resources across international boundaries. Major activities of IHRM include human resource planning, recruitment, selection, orientation, placement, training and development, remuneration, and performance evaluation across subsidiaries in different countries. Countries are categorized as home countries where headquarters are located, host countries where subsidiaries are located, and third countries which are sources of finance and human resources. The three types of employees in IHRM are home country nationals from the headquarters country, host country nationals from the subsidiary country, and third country nationals from neither the headquarters nor subsidiary countries.
International human resource management (IHRM) involves procuring, allocating, and utilizing human resources across borders. IHRM is more complex than domestic HRM due to differing cultures, economic conditions, and legal systems among countries. Firms must decide whether to use parent-country nationals, host-country nationals, or third-country nationals as managers abroad. Training and compensation systems also need to be adapted to each country's requirements. The major differences between domestic and international HRM include dealing with business activities across borders, increased complexities from factors like currency fluctuations and foreign laws, and increased involvement in employees' personal lives abroad.
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.
A study of international human resource management- theories and techniques Antara Rabha
Understanding the concept of International Human resource management in terms of recruitment and training. Basic concepts and clear understanding. all the Various methods of recruitment-offline as well as online methods and various types of training such as an internship , apprenticeship etc.
This document discusses international human resource management (IHRM). It defines IHRM and explains how cultural, economic, legal and other factors across countries affect HRM practices. The key differences between domestic HRM and IHRM include more HR activities due to operating globally, the need for a broader perspective, greater involvement in employees' personal lives, and higher risks. The document outlines various IHRM functions such as recruitment, training, performance management, compensation and repatriation. It discusses approaches to staffing internationally and the expatriate assignment life cycle.
Compensation management in international contextkoshyligo
This document discusses key components of international compensation packages. It outlines base salary, allowances like cost of living allowance and housing allowance, benefits, and approaches to compensation. The three main approaches are the budget system, local going rate system, and balance sheet/home net system. The balance sheet approach aims to maintain the same net income and living standard in the host and home countries through adjustments to the compensation package. International taxation is also addressed, outlining tax protection and tax equalization approaches.
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.
The document discusses international human resource management (IHRM), defining it as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. It outlines the IHRM model and characteristics distinguishing it from domestic HRM, including more activities, broader perspectives, and external influences. Reasons for growing IHRM interest include globalization, effective management, minimizing overseas risks, and implementing international strategies. Key IHRM steps and cultural differences are also presented.
International Dimension of Human Resource ManagementHannah Rain
The document discusses strategies for managing expatriates in global corporations. It defines key terms like expatriates, home country, and host country. It then covers recruitment strategies, selection criteria, orientation processes, training approaches, compensation plans, and challenges with repatriating employees. The goal is to attract, develop, and retain qualified employees for overseas assignments.
The dilemma facing MNCs is determining the extent to which their HR policies should be 'convergent' worldwide to be the same in each location or 'divergence' to differentiate in response to local needs. Brewster et al. (2002) argue that the success of IHRM depends on MNC practices.
1. International human resource management (IHRM) involves procuring, allocating, and utilizing human resources in a multinational corporation while balancing integration and differentiation of activities across foreign locations.
2. The objectives of IHRM are to reduce risks associated with international human resources, avoid cultural and regional disparities, and manage a diverse global workforce.
3. IHRM considers employees from the parent country, host countries where the company operates, and third countries. Managing this variety of employees across borders adds complexity to human resource activities.
international human resource management - human resourceChirag Tewari
This document discusses international human resource management (IHRM). IHRM involves managing employees from three groups - parent country nationals, host country nationals, and third country nationals. There are different approaches to staffing like ethnocentric, polycentric, and geocentric. Ethnocentric approach involves limited autonomy for subsidiaries and key roles held by parent country employees. Polycentric approach gives more autonomy to subsidiaries and local hiring. Geocentric approach hires the best person regardless of nationality. IHRM is more complex than domestic HRM due to external cultural and institutional factors. Expatriate management involves high costs that must be carefully managed.
This document discusses international human resource management. It covers stages of international involvement from exporting to multinational corporations. When operating abroad, companies must determine whether to rely on host-country employees or expatriates. Expatriate assignments present challenges, but HR practices like selection, training, compensation, and career development can help. Developing global HR policies requires adapting to different cultures while complying with laws and avoiding discrimination. HR also supports exporting firms by helping them understand foreign markets.
This document discusses managing human resources in the future and internationally. It notes that human resource management practices are changing due to shifts in society, technology, governments, employers, employees, and the economy. Some key points include:
- Societies are becoming more tolerant, educated, and aware of individual rights.
- Technologies are advancing rapidly.
- Employers face a global business environment and seek more technical and qualified managers.
- Employees now include Generation Y, who value teamwork and want challenging work.
The document also covers managing HR internationally, including recruiting employees from host countries, parent countries, or third countries and ensuring proper training, compensation, and performance reviews for international managers.
International Human resource management and issuesRizwana_MBA
This document discusses international human resource management (IHRM) and its differences from domestic HRM. IHRM involves three main human resource activities: procurement, allocation, and utilization of employees across borders. It is more complex than domestic HRM due to factors like different cultures, languages, compensation practices, and legal/political risks across countries. Effective IHRM requires consideration of cultural fit, training, performance management, and other activities to coordinate the global workforce.
According to Brewster et al (2002) the effectiveness of global IHRM depends on ‘the ability to judge the extent to which an organization should implement similar practices across the world (convergence) or adapt them to suit local conditions (divergence)’. The dilemma facing all multinational corporations is that of achieving a balance between international consistency and local autonomy. They have to decide on the extent to which their HR policies should either ‘converge’ worldwide to be basically the same in each location, or ‘diverge’ to be differentiated in response to local requirements.
Global Business and International Human Resource ManagementLITTLE FISH
1) The document discusses definitions of globalization, HRM, and IHRM. Globalization refers to the cross-border integration of business and economy on a global scale. HRM involves policies for recruiting, training, and developing employees, while IHRM manages these processes internationally across different cultures, economies, and legal systems.
2) The 9-step IHRM process involves planning, staffing, selecting, training, compensating, handling repatriation and impatriation, managing labor relations, and fostering a multicultural environment. Key considerations for each step include determining staffing approaches based on cultural orientation, selecting candidates based on technical and soft skills, and designing compensation packages that attract talent while
This document discusses global human resource management practices in international business. It defines human resource management and its key activities like staffing, performance evaluation, compensation, etc. It explains the importance of aligning HRM with a firm's strategy and goals. Global HRM differs from domestic HRM due to factors like varied labor markets, management styles, compensation practices and laws across countries. The document then discusses key issues in global HRM like staffing management posts, developing multinational managers, compensation practices, and performance evaluation across countries. It explains the strategic role of HRM in implementing organizational structure, incentives, people management, processes and culture. The document also covers staffing policies like ethnocentric, polycentric and geocentric
Unit- 3: lecture-6 (International Staffing Approaches)Dr.B.B. Tiwari
This document discusses different approaches to international staffing for multinational companies. It outlines four main approaches: ethnocentric, which imposes the home country culture; polycentric, which adapts to local cultures; geocentric, which takes a global approach based on ability; and regiocentric, which has regional autonomy. It also discusses factors to consider like political/legal issues, development levels, and cultural differences when choosing a staffing approach. Expatriate recruitment and selection involves deciding source countries and dealing with costs, training needs, and cultural adjustment challenges.
This document provides an introduction to international human resource management (IHRM). It discusses the need for IHRM due to globalization and the internationalization of firms. IHRM can be defined using three approaches: cross-cultural management, comparative industrial relations, and HRM in multinational firms. IHRM involves three dimensions: HR activities, types of employees, and countries of operations. There are differences between domestic HRM and IHRM due to factors like more HR activities, a broader perspective needed, more involvement in employees' personal lives, changes in workforce emphasis, higher risk exposure, and more external influences. The complexity of operating across countries moderates these differences.
International human resource management (IHRM) involves managing employees across national borders. It addresses a broad range of HR activities and issues related to managing a multinational workforce. IHRM models include ethnocentric, polycentric, geocentric, and regiocentric staffing policies for placing employees in international assignments. Expatriate failure can occur if employees are unable to adjust to the host country's political, cultural, and environmental factors. Proper training and management development programs aim to reduce failure rates for international assignments.
International Human Resource ManagementRanjani Balu
This document discusses international human resource management (IHRM). It defines IHRN as managing people in international business settings, including procuring, allocating, and utilizing human resources across countries. The document outlines the types of employees in IHRM - parent country nationals, host country nationals, and third country nationals. It also discusses HR activities in IHRM, the need for IHRM, differences between domestic and international HRM, challenges like expatriate selection and compensation, and the importance of training and multiculturalism in IHRM.
This case study examines strategies for increasing sales revenue at an accounting firm operating in Austria. Due to Austria's social democratic culture, employees are less motivated by financial incentives compared to other countries. The study recommends four strategies: 1) Offering non-financial incentives like flexible work hours and event tickets to motivate employees. 2) Providing public recognition for high performers to gain social status. 3) Building team cohesion through cross-functional activities to increase collaboration and comfort with management. 4) Focusing on relationship-building rather than "cold calling" by participating in community events, leveraging business partners, and educating consumers through seminars. The goal is to change behaviors and ultimately the culture by setting specific and achievable goals that
Utilized content from a company produced briefing along with additional research and interviews to create the Global Expatriate Questions white paper to provide added value to client and further its positioning as a thought leader.
This document provides an introduction to information technology concepts. It defines information technology as how technology is used to manage information, including gathering, processing, storing, and sharing data through computing and telecommunications. It discusses the key components of a computer system, including hardware (physical parts like input, output, processing, and storage devices) and software (non-physical programs). It also covers networking, operating systems, and interfaces. The document is intended to familiarize readers with fundamental IT concepts.
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.
The document discusses international human resource management (IHRM), defining it as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. It outlines the IHRM model and characteristics distinguishing it from domestic HRM, including more activities, broader perspectives, and external influences. Reasons for growing IHRM interest include globalization, effective management, minimizing overseas risks, and implementing international strategies. Key IHRM steps and cultural differences are also presented.
International Dimension of Human Resource ManagementHannah Rain
The document discusses strategies for managing expatriates in global corporations. It defines key terms like expatriates, home country, and host country. It then covers recruitment strategies, selection criteria, orientation processes, training approaches, compensation plans, and challenges with repatriating employees. The goal is to attract, develop, and retain qualified employees for overseas assignments.
The dilemma facing MNCs is determining the extent to which their HR policies should be 'convergent' worldwide to be the same in each location or 'divergence' to differentiate in response to local needs. Brewster et al. (2002) argue that the success of IHRM depends on MNC practices.
1. International human resource management (IHRM) involves procuring, allocating, and utilizing human resources in a multinational corporation while balancing integration and differentiation of activities across foreign locations.
2. The objectives of IHRM are to reduce risks associated with international human resources, avoid cultural and regional disparities, and manage a diverse global workforce.
3. IHRM considers employees from the parent country, host countries where the company operates, and third countries. Managing this variety of employees across borders adds complexity to human resource activities.
international human resource management - human resourceChirag Tewari
This document discusses international human resource management (IHRM). IHRM involves managing employees from three groups - parent country nationals, host country nationals, and third country nationals. There are different approaches to staffing like ethnocentric, polycentric, and geocentric. Ethnocentric approach involves limited autonomy for subsidiaries and key roles held by parent country employees. Polycentric approach gives more autonomy to subsidiaries and local hiring. Geocentric approach hires the best person regardless of nationality. IHRM is more complex than domestic HRM due to external cultural and institutional factors. Expatriate management involves high costs that must be carefully managed.
This document discusses international human resource management. It covers stages of international involvement from exporting to multinational corporations. When operating abroad, companies must determine whether to rely on host-country employees or expatriates. Expatriate assignments present challenges, but HR practices like selection, training, compensation, and career development can help. Developing global HR policies requires adapting to different cultures while complying with laws and avoiding discrimination. HR also supports exporting firms by helping them understand foreign markets.
This document discusses managing human resources in the future and internationally. It notes that human resource management practices are changing due to shifts in society, technology, governments, employers, employees, and the economy. Some key points include:
- Societies are becoming more tolerant, educated, and aware of individual rights.
- Technologies are advancing rapidly.
- Employers face a global business environment and seek more technical and qualified managers.
- Employees now include Generation Y, who value teamwork and want challenging work.
The document also covers managing HR internationally, including recruiting employees from host countries, parent countries, or third countries and ensuring proper training, compensation, and performance reviews for international managers.
International Human resource management and issuesRizwana_MBA
This document discusses international human resource management (IHRM) and its differences from domestic HRM. IHRM involves three main human resource activities: procurement, allocation, and utilization of employees across borders. It is more complex than domestic HRM due to factors like different cultures, languages, compensation practices, and legal/political risks across countries. Effective IHRM requires consideration of cultural fit, training, performance management, and other activities to coordinate the global workforce.
According to Brewster et al (2002) the effectiveness of global IHRM depends on ‘the ability to judge the extent to which an organization should implement similar practices across the world (convergence) or adapt them to suit local conditions (divergence)’. The dilemma facing all multinational corporations is that of achieving a balance between international consistency and local autonomy. They have to decide on the extent to which their HR policies should either ‘converge’ worldwide to be basically the same in each location, or ‘diverge’ to be differentiated in response to local requirements.
Global Business and International Human Resource ManagementLITTLE FISH
1) The document discusses definitions of globalization, HRM, and IHRM. Globalization refers to the cross-border integration of business and economy on a global scale. HRM involves policies for recruiting, training, and developing employees, while IHRM manages these processes internationally across different cultures, economies, and legal systems.
2) The 9-step IHRM process involves planning, staffing, selecting, training, compensating, handling repatriation and impatriation, managing labor relations, and fostering a multicultural environment. Key considerations for each step include determining staffing approaches based on cultural orientation, selecting candidates based on technical and soft skills, and designing compensation packages that attract talent while
This document discusses global human resource management practices in international business. It defines human resource management and its key activities like staffing, performance evaluation, compensation, etc. It explains the importance of aligning HRM with a firm's strategy and goals. Global HRM differs from domestic HRM due to factors like varied labor markets, management styles, compensation practices and laws across countries. The document then discusses key issues in global HRM like staffing management posts, developing multinational managers, compensation practices, and performance evaluation across countries. It explains the strategic role of HRM in implementing organizational structure, incentives, people management, processes and culture. The document also covers staffing policies like ethnocentric, polycentric and geocentric
Unit- 3: lecture-6 (International Staffing Approaches)Dr.B.B. Tiwari
This document discusses different approaches to international staffing for multinational companies. It outlines four main approaches: ethnocentric, which imposes the home country culture; polycentric, which adapts to local cultures; geocentric, which takes a global approach based on ability; and regiocentric, which has regional autonomy. It also discusses factors to consider like political/legal issues, development levels, and cultural differences when choosing a staffing approach. Expatriate recruitment and selection involves deciding source countries and dealing with costs, training needs, and cultural adjustment challenges.
This document provides an introduction to international human resource management (IHRM). It discusses the need for IHRM due to globalization and the internationalization of firms. IHRM can be defined using three approaches: cross-cultural management, comparative industrial relations, and HRM in multinational firms. IHRM involves three dimensions: HR activities, types of employees, and countries of operations. There are differences between domestic HRM and IHRM due to factors like more HR activities, a broader perspective needed, more involvement in employees' personal lives, changes in workforce emphasis, higher risk exposure, and more external influences. The complexity of operating across countries moderates these differences.
International human resource management (IHRM) involves managing employees across national borders. It addresses a broad range of HR activities and issues related to managing a multinational workforce. IHRM models include ethnocentric, polycentric, geocentric, and regiocentric staffing policies for placing employees in international assignments. Expatriate failure can occur if employees are unable to adjust to the host country's political, cultural, and environmental factors. Proper training and management development programs aim to reduce failure rates for international assignments.
International Human Resource ManagementRanjani Balu
This document discusses international human resource management (IHRM). It defines IHRN as managing people in international business settings, including procuring, allocating, and utilizing human resources across countries. The document outlines the types of employees in IHRM - parent country nationals, host country nationals, and third country nationals. It also discusses HR activities in IHRM, the need for IHRM, differences between domestic and international HRM, challenges like expatriate selection and compensation, and the importance of training and multiculturalism in IHRM.
This case study examines strategies for increasing sales revenue at an accounting firm operating in Austria. Due to Austria's social democratic culture, employees are less motivated by financial incentives compared to other countries. The study recommends four strategies: 1) Offering non-financial incentives like flexible work hours and event tickets to motivate employees. 2) Providing public recognition for high performers to gain social status. 3) Building team cohesion through cross-functional activities to increase collaboration and comfort with management. 4) Focusing on relationship-building rather than "cold calling" by participating in community events, leveraging business partners, and educating consumers through seminars. The goal is to change behaviors and ultimately the culture by setting specific and achievable goals that
Utilized content from a company produced briefing along with additional research and interviews to create the Global Expatriate Questions white paper to provide added value to client and further its positioning as a thought leader.
This document provides an introduction to information technology concepts. It defines information technology as how technology is used to manage information, including gathering, processing, storing, and sharing data through computing and telecommunications. It discusses the key components of a computer system, including hardware (physical parts like input, output, processing, and storage devices) and software (non-physical programs). It also covers networking, operating systems, and interfaces. The document is intended to familiarize readers with fundamental IT concepts.
The document provides an overview of week 1 of a course focused on culturally and linguistically diverse (CLD) student success. It discusses key vocabulary and concepts related to the sociocultural, linguistic, academic, and cognitive dimensions of CLD learning. Activities are presented to help students understand these dimensions, including creating a vocabulary foldable, discussing the iceberg model of language transfer, and applying concepts like the U-curve hypothesis to their own experiences. The goal is for educators to gain foundational knowledge of best practices for CLD students.
El documento ofrece información sobre el arrendamiento de espacios en el Terminal Logístico de Colombia en Cartagena. El terminal cuenta con varios tipos de inmuebles como bodegas, oficinas, locales comerciales y hotel en un área total de 126,500 m2. Proporciona detalles sobre las características, ubicación, accesos y modelos disponibles de las bodegas para su arrendamiento.
El documento analiza un anteproyecto de ley para eliminar la publicidad en TVE y financiarla a través de otras vías. Esto podría afectar el share de audiencia de las cadenas. Se estima que el share de TVE aumentaría en diciembre de 2009, mientras que el de las cadenas privadas disminuiría levemente. Sin embargo, los efectos a largo plazo dependerán de cómo TVE cubra el tiempo que dejará de ocupar la publicidad y si puede mantener una programación atractiva.
The document discusses compensation issues in global relocations and attracting Generation Y employees. It provides details on minimum salary requirements in countries like Malaysia, UAE, China, India, Japan and Canada. It also discusses factors that influence worker remittances such as altruism, investment and family contracts. Competency-based pay links salary to competencies and supports high performance. Productivity-linked wage systems tie wages to productivity but issues include Malaysia's relatively low productivity. To attract and retain Gen Y, companies should provide training, better work environments and compensation while employees job hop for more experience and reward.
Week 6 - Instructor GuidanceBUS 692Week Six Guidance .docxmelbruce90096
Week 6 - Instructor Guidance
BUS 692
Week Six Guidance Dr. Marvee L. Marr
International HRM
A Quick Case to get the subject rolling….
ECONOMIC PERSPECTIVES: Expatriates in Qatar. Qatar is one of the richest countries of the world due to its oil and gas revenues. All Qatari citizens receive first –class government provided health, education, and other social benefits. Due to Qatar’s incredible growth Qatari citizens account for only 15% of the workforce. They complain that foreigners are crowding them out.
Questions:
1.Why are Qatari citizens complaining about receiving a lot of material benefits without needing to work?
2. What are some possible solutions that Qatar’s government can implement to provide more career opportunities for its citizens?
I. Introduction. TheInternet has helped “flatten” the world of work throughout the globe. Today there is a world market for labor and human resources in many ways. Companies in the U.S. are more likely to have at least some operations in other countries. Technology has made it much easier for US companies to conduct business in other countries.
II. Global Strategic HRM. The conduct of HRM differs throughout the world. Many of these differences are related to cultural factors, while other differences derive from regulations.
Statistical Overview. One way to gain an understanding of strategic HRM on a global scale is the examine recent statistical analyses: the percentage of female participation in the workforce, the type of work people do throughout the world, the ability of foreign-born individuals to work in a given country, self-employment, part-time vs. full-time employment, and unemployment rates are some of the statistics to watch. Global HR statistics provide helpful information about establishing and running operations in various countries.
Cultural Issues and Differences. Considerable cultural differences around the world have a profound impact upon the practices of international HRM (Hofstede’s Cultural Dimensions, 2012) :
Power Distance. In countries with more egalitarian cultures efforts may be made to eliminate overt workplace hierarchical differences. In such countries workplace employee committees or other mechanisms that give employees direct input into the management of the organization are common. In high power distance countries more centralized, hierarchical, even autocratic decision-making structures are common.
Uncertainty Avoidance. High uncertainty avoidance cultures prefer clear rules procedures and structures. They value orderliness and predictability. Countries with low uncertainty avoidance have more “hang loose” attitude towards things.
Individualism vs. Collectivism. In highly individualistic cultures employees tend to be evaluated and rewarded in great measure for their individual achievements and performances. Society places a high value upo.
Running Head INTERNATIONAL JOB ASSIGNMENTS .docxwlynn1
Running head: INTERNATIONAL JOB ASSIGNMENTS 1
INTERNATIONAL JOB ASSIGNMENTS 3
International Job Assignments
Student’s Name:
Institution Affiliation:
Date:
International job assignment
Companies around the world frequently send some of their organizational staff abroad to work with affiliates for various purposes. Employees may be sent to further their education and develop their organizational performance and management skills. In most cases, employees are sent abroad to acquire higher experiences in international trade in their respective companies. When international job assignments are expected to last for longer periods, the employee’s families may need to accompany them. Basically, sending employees for international job assignments is an investment that an organization should plan and prepare to undertake for it to be successful and can be done through training, handling reparation and compensation planning.
Training
A fundamental aspect of successful international job assignment is to provide training to the target employees. In this case the target employees are the accountant, manager and an engineer. This provides them with an opportunity to know what they should anticipate in the new location. An effective training for employees should be rigor implying thorough. For long term employee relocation, the training should be comprehensive as oppose to short term relocations on job assignments. In cases when the employee has to fully relocate together with his or her family an even greater rigorous training is imperative (Rosenbusch, Cerny II & Earnest, 2015). Training may be conducted by use of videos showing the culture of the host country, lectures on trade and organizational operations in the host nation. For even longer assignments, intensive practical and empirical training including direct interactions with people from the host country may be important for both the employee and his or her family. According to studies, international assignments are more successful when families of the target employees are included in training and in consultation (DeNisi & Sonesh, 2016). Employees on international job assignments may go through three major types of training:
Documentary training is like a classroom learning session in which the employees are taught the cultural differences between them and the people from the host nation. In this kind of training, the differences are closely examined because they can be hindrance to successful job assignments in the target location. Cultural differences can easily trigger misunderstanding and conflicts. Such aspects that differ with culture include greetings, gender interactions as well as gift issuance which are common human relations. For instance the manager, accountant and engineer would be made aware about how valuable punctuality .
International Human Resources Management by Jamshed Khursig ara, Head - Huma...National HRD Network
The document discusses several topics related to international human resource management including globalization, organizational culture, expatriate compensation, performance management, and repatriation. It defines key terms, describes different approaches to expatriate compensation and types of expatriates. It also outlines challenges in performance management of expatriates and host country nationals as well as challenges during the repatriation process and issues that should be addressed through an effective repatriation policy.
Effectiveness of Personal Finance among Selected Skilled – Working Expatriate...Dr. Amarjeet Singh
In the study entitled “Effectiveness of Personal
Finance among Selected Skilled – Working Expatriates in the
Kingdom of Bahrain”, the research sought answers on the
following specific problems and drawn inferences that
relatively identified factors on personal finance. Specifically,
the research included fifty respondents having twenty – five
(25) males and twenty - five (25) skilled – working expatriates
who are connected with various companies in the Kingdom.
Through survey – questionnaires, data were gathered,
collected, and were used as basis of analysis subject to
statistical treatments that include frequency count, weighted
means and comparison through t – test.
The study has inferred the level of effectiveness of
personal finance among selected skilled – working expatriates
as Effective with a combined average weighted mean of 4.20
and with a test result of Not Significant leading to the
decision to fail to reject the null hypothesis. while the degree
of seriousness of the problems encountered by selected skilled
– working expatriates revealed that their top difficulty is
financial wellness factored by salary reasons, compensation,
debt and liabilities and the inflations in the prices across
almost basic demands and social and living costs.
Destination Asia - Expatriate Management Concerns - Stanley & VierraPhil Stanley
This document discusses expatriate management concerns in Asia. It provides details on challenges in major Asian locations that host expatriates, including China, Hong Kong, Singapore, Thailand, and Vietnam. Some key issues outlined are reductions in hardship allowances in China, poor air quality and high housing costs in Hong Kong and Singapore, political instability concerns in Thailand, and adapting to local conditions and medical facilities in Vietnam. The document also notes trends in expatriate packages in Asia, such as declines in full expatriate packages and perks like paid club memberships and R&R trips. International school waitlists are also growing in some locations like Hong Kong.
Assignment Details· You are required to prepare a market cultu.docxrock73
Assignment Details
· You are required to prepare a market cultural report. You are to provide insights on the culture of the host market, how it is different you’re your home country, and highlight what cultural factors to take note of when doing business in that country.
· Host country: China
· Home country: Singapore
· Citation format: APA and in text citation
· Organise a 2,500 words (+/- 10%) report as follows.
Assignment Format
· Cover page
· 1. Introduction of Host Country
· 2. Cultural Analysis of China
· 3. Comparison of Business Cultures
· 4. Hofstede’s 5 Dimensions of Culture
· 5. Conclusion
· 6. Reference List
Assignment Format (Details)
· Cover Page
· Title of report
· Date
· 1. Introduction of Host Country
· 1 paragraph
· Recommended word length – 100 words
· Briefly describe the chosen host country(China), mention:
· Host country background
· Nature of the host country
· 2. Cultural Analysis of China
· 2.1 National Culture
· 2.2 Subculture
· 2.3 Aesthetics
· 2.4 Values and Attitudes
· 2.5 Manners and Customs
· 2.6 Social Structure
· 2.7 Religion
· 2.8 Language
· 2.9 Education
· 2.10 Physical and Material Environments
· 3. Comparison of Business Cultures
· 3.1 Business Culture & Etiquette in China
· 3.2 Business Culture & Etiquette in Singapore
· Provide chart/diagram of comparison for each component in this part.
· 4. Hofstede’s 5 Dimensions of Culture
· 4.1 Power Distance
· 4.2 Individualism vs Collectism
· 4.3 Uncertainty Avoidance
· 4.4 Achievement vs Nurturing
· 4.5 Long Term Orientation
· 5. Conclusion
· 1 paragraph
· Recommended word length – 100 words
· Summarise your key discussions in the report
· NO references or anything new in this section
· 6. Reference List
· You are required to consult and correctly reference a MINIMUM of 12 different sources of information.
Running head: LEGAL ENVIROMENT 1
LEGAL ENVIROMENT 4
Federal and State
Cassandra Dunn
Colorado Technical University
Legal Environment
Role played by Social Security in employee retirement
Social security is mostly known to provide financial support to the retired workers. Social security does not only provide monetary support for the retired workers, but also for the survivors of employees that pass on before retirement. The program also provides disability compensation for employees that becomes unable to earn a living. If the employee has any dependents are eligible for this financial support. The main role of social security is to make sure that the future of an active member is secured from financial constraints that may come on his way after retirement (Young, 2010).
The program is based on contributions that active members make into the program during the working life. For someone to qualify for social security program you require a maximum of 40 credits although the extra credits that may be earned does not in any way increase the amount of benefits. The financial benefits that an individual receives are based on their average indexed m ...
Factors that influence Human resource R planning..pdfRashidokeyo
Human resource planning is a systematic process that assesses an organization's current and future human resource needs and sets out actions to meet those needs through recruitment, training, rewards, and structures. It involves both short-term and long-term workforce planning to address immediate and strategic needs. Workforce planning is influenced by internal factors like organizational size, structure, finances, and culture as well as external factors such as demographic changes, labor mobility, immigration, flexible work arrangements, and the rise of gig work.
1
Annotated Bibliography
2
Annotated Bibliography
Annotated Bibliography
Al-Khasawneh, A. L. (2014). The Role of Knowledge Resource Diversification Strategy Management in Improving Organizational Learning among Employees at the Commercial Islamic Banks in Jordan. International Business and Management, 8(2),101-111.
The publication by (Al-Khasawneh, 2014) gives invaluable insights on how the process of knowledge and information sharing can be of great importance in making any given organization realize efficiency; this the article highlights with reference to the banking sector. Al-Khasawneh also mentions that the benefits of knowledge resource diversification strategies cut across the entirety of the corporate divide and can be used successfully with any organizational manager that is looking to gain decent returns and maintain customer loyalty. With commercial Islamic banks in Jordan as a sure example, the author mentions that knowledge resource diversification strategy management can only be realized when an organization is willing to spend on Knowledge Management. Even though expensive in the short run, modern knowledge management systems often prove to be beneficial in the long run. Besides, the author recommend that any firm looking to realize knowledge diversification has to come up with a culture within the internal environment that is supportive to knowledge sharing.
Filson, D., & Olfati, S. (2014). The impacts of Gramm–Leach–Bliley bank diversification onvalue and risk. Journal of Banking & Finance, 41, 209-221.
Filson and Olfati, in their publication, give reasons as to why banks diversify their product lines every now and then. The author’s site that most banks diversify their product lines so as to encourage customers to take them up, ie to increase attractiveness and for the sake of helping customers to get customized product packages. Earlier, most banks noted that some customers were hesitant to do business with them solely because they were not sure of the risks involved and were doubtful of whether they would realize the value for their money. Bank diversification approaches such as the Gramm–Leach–Bliley bank come in to accord customers risk transference and better proceeds for their savings and investments.
Lam, T. Y., & Tipping, M. (2016). A case study of the investment yields of high street banks. Journal of Property Investment & Finance, 34(5), 521-534.
In their publication, Lam and Tipping interview various bank administrators on what diversification is all about and how the process is beneficial to banks or any other business. It is quite noteworthy that all the respondents interviewed gave responses that resonated; describing diversification as the process of increasing options for customers i.e. the realization of varied product lines. For most banks and businesses at large, diversification is a top priority because bad performance in or an economic slump affecting any one of the products will not be disastrous.
...
According to the document:
- Multinational corporations in China continue to rely on expatriate staff and foreign talent to fill skilled positions, as demand for experienced managers exceeds the local supply. However, companies also seek to control rising costs.
- "Localisation" now refers to transitioning expatriates onto local employment contracts in China to reduce costs, while retaining key personnel. This lowers compensation and benefits to local standards and subjects the employee to Chinese labor laws instead of their home country.
- While housing and schooling are often cited as high costs, international tax preparation fees actually represent the largest single expense - often exceeding $100,000 per expatriate annually and the employee's salary. Localization could
The financial services industry consists of banking, securities/commodities, and insurance. It is expected to experience faster than average employment growth through 2014. The industry faces challenges with recruiting and retaining talent, as well as developing technical skills for a changing set of products and services. The Department of Labor has invested over $7 million in the financial services industry through grants aimed at engaging businesses, education providers, and workforce systems to address these talent needs.
This document discusses compensation issues for international human resource managers. It covers several topics:
- The complex issues facing IHR managers related to compensation in different country contexts
- The objectives of the chapter, which are to examine compensation complexities when moving from domestic to international contexts, key compensation components, approaches, and special problem areas
- An introduction noting the dual focus of managing local compensation details while maintaining unified strategic policies
- Requirements for successful compensation including knowledge of different country laws, customs, and employment practices
- Objectives of international compensation programs that should attract and retain employees where needed
- Key components of international compensation including base salary, allowances, benefits, and considerations for different employee categories
1. The document summarizes five key trends impacting the future of work identified by SHRM expert panels: (1) demographic shifts towards a more global and aging workforce, (2) loss of middle-skilled jobs due to automation, (3) a skills gap between educational standards and employer needs, (4) increased globalization and remote work due to technology, and (5) new models of work like crowdsourcing.
2. For each trend, the document outlines expected changes for organizations and recommends how HR can prepare, such as offering flexible work and lifelong learning opportunities, partnering with educators, and learning to manage remote and contingent workers.
3. The document encourages readers to review this information
This document summarizes an undergraduate thesis that examines the level of financial literacy among minimum wage earners in Davao City, Philippines. The study aims to determine the characteristics of minimum wage earners and their levels of financial literacy in areas like budgeting, saving, and investing. A survey will be conducted using questionnaires to collect data from minimum wage earners regarding their financial knowledge and behaviors. The results intend to identify any significant differences in financial literacy based on characteristics like gender, education, and civil status. The researchers hope this study can provide insights to help minimum wage earners better manage their money and make informed economic decisions.
The document discusses the use of "local plus" compensation packages for expatriates in Asia. Local plus packages pay expatriates according to the host country's salary structure and benefits, plus some additional expatriate benefits. They are increasingly common in Asia as a lower-cost alternative to traditional expatriate packages. The key points discussed include:
- Local plus packages are more common in Singapore and Hong Kong than China due to challenges in China like high taxes and inability for foreigners to access social programs.
- Benefits provided under local plus packages vary between locations and employers - for example, dependent education assistance and housing assistance are more commonly offered in China while pension plans often utilize host country schemes in Singapore and Hong Kong.
Industry Movement from Feudalistic Organizations to Mature Thrifty Organizationsijtsrd
‘Money’ is the sole objective of a profession and it is not necessary it comes through employment only. So the supporting structure of a state should be like that it supports citizen when off the duty through credit in form of various allowances payable to them under certain norms. ‘Recruitment’ and ‘Development’ should be made in line such that the twin objectives should be met for which the concept of ‘Revolving Recruitment’ as well as ‘Support Systems’ should be implemented as discussed. We will hopefully say a goodbye to feudalistic structure soon and the coming age would be of mature thrifty organizations. It is high time that we realize we need the talent to work for the development of country and for it we do not need full employment but quality employment through the help of research and education which brings in institutions as well as technology. Vividh Bansal "Industry: Movement from Feudalistic Organizations to Mature Thrifty Organizations" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-1 , February 2023, URL: https://www.ijtsrd.com/papers/ijtsrd53874.pdf Paper URL: https://www.ijtsrd.com/management/other/53874/industry-movement-from-feudalistic-organizations-to-mature-thrifty-organizations/vividh-bansal
This document discusses the impacts of skilled migration from developing to developed countries. It makes three key points:
1) Skilled migration can boost development in sending countries through remittances, return migration which transfers skills and knowledge, network development, and incentivizing higher education. However, not all countries benefit equally and much depends on context.
2) For benefits to accrue, policies are needed to lower costs of remittances and encourage productive investment. Countries must also make conditions attractive for return migration and diaspora engagement.
3) Whether impacts are positive or negative depends on a country's economic conditions, public sector capacity, internal migration patterns, and level of unskilled emigration. Pro
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
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.
1. PERFORMANCE AND COMPENSATION MANAGEMENT
(HRM 751)
COMPENSATION ISSUES
AIDA AZREENA ROSLI
(2012698128)
Prepared for:
Assoc. Prof. Dr Roshidi Hassan
2. OUTLINE
1. Global Compensation Issues
Remittances by legal foreign workers
Factors of remittances
Positive Impact of Remittances
Negative Impact of Remittances
2. Competency Based Pay
Different between Job based and Competency based Pay
Why use competency based pay
Productivity linked with system
3. How to Attract and retain Gen Y
Job hopping
About fresh grad
3. Compensation System Design
Issues
Third-Country Nationals
Host-Country Nationals
Employees who are not citizens of their
home or host countries - for example, a
Swedish national employed by a Belgian
multinational company and working for
that company in Spain.
An employee’s host country is the
country to which an expatriate or
TCN is transferred.
Global
Compensation
Issues
Expatriates
Employees who are resident outside their country of citizenship (Home
Country). Typically employees on a traditional assignment of 1 – 5 years with
the expectation of returning to their home country.
5. Compensation Issues in Global Relocations
Malaysia
United
Arab
Emirates
(UAE)
China
• Work permit categories typical in Malaysia: Professional Visit Pass
(PVP), Employment Pass (EP).
• Foreign nationals must remain on home payroll while in Malaysia on PVP.
• Foreign nationals on an EP may be placed on either local or overseas payroll.
• The minimum salary level MSL in Malaysia only applies to EP holders. MSL is
RM5,000 per month, and applies to both local hires and international assignees.
• A minimum salary of AED4,000 per month (AED3,000 if housing is provided by the
employer) is required to sponsor dependent family members for residence in the
UAE.
• The benchmark for females sponsoring dependent family members is higher. There
is no specific written guidance and is discretionary (a minimum of AED10,000 per
month is expected at the very least). This applies to both local hires and international
assignees.
• Foreign nationals placed on the payroll of a Chinese entity require a ‘Z’ Visa and a
work and residence permit.
• Minimum salary RMB 1,500 for the city of Shenzhen is the highest minimum
monthly salary requirement others depends on location
• Minimum Salary requirements are the same for local hires and international
assignees across China.
6. India
Japan
Canada
• The Employment ‘E’ Visa (typically used by ICTs and Local Hires) has an annual
minimum salary requirement of USD25,000
• Renewals in many parts of India (the rules vary by local jurisdiction) require proof
of compliance with tax withholding requirements
• There is a minimum salary requirement of 200,000 JPY per month for both local
hires and international assignees.
• This is the minimum salary requirement to process a work permit application in
Japan. Other minimum salary requirements may apply under relevant Labor
• Law regulations. For example, an assignee’s salary must be equal to that of a
Japanese worker in the same employment category
• There are minimum salary requirements for Canada that may differ depending on
the immigration category.
• Minimum salary is position specific and must be comparable to what a Canadian
national would earn in a similar position
Del Rey, Bernsen &Loewy, July 24, 2013
7. Remittances by legal foreign workers
Workers’ remittances are narrowly defined as current transfers by migrants who
are employed in new economies and considered residents there. Workers'
remittances is of considerable interest to economists and analysts because it can have
a significant impact on poverty reduction and / or can finance economic growth in
receiving economies for receiving country.
The mail online, 11 November 2013
8. Remittances by legal foreign workers doubled from RM10 billion in 2009
to almost RM20 billion 2013, Deputy Finance Minister Datuk Ahmad Maslan.
3.2 million foreign workers of which 1.9 million are legal workers and an
estimated 1.3 million are illegal. Total amount remitted by illegal
estimated to be more than RM20 billion.
Total amount remitted from Malaysia about US$6.24 billion is slightly over
1% of the amount remitted worldwide by 232 million international
migrants, which is 3.2% of the world’s population.
Top three countries are in Asia and the third largest is a Southeast Asian
country shows there is a strong cross-border movement of money in Asia
and also shows there is a huge supply of human capital that is available.
9.
10. Factors of remittances
Altruistic
feelings
• Migrant may be a motivation for transfer income to
family and relatives left behind. The migrant feel cares
about poverty of their family and diversifying the
resources of income (Kaijage,2008)
Investment
for the
future
• Fixed capital, public assets or to be eligible to other
resources in the community. Migrants may have
investments that need to be tendered while they are
away , in this case they need family members to act on
their behalf as trusted agents (Chami et al, 2003)
Family
contract
• Between migrant and those at home relies on the
notion of risk diversification. It become convenient
strategy for a household member migrates to a noncorrelated labor market to diversify economic risks by
entering a type of contract agreement with the
household left behind. (Amuedo-Doranates &
Pozo,2002)
11. Positive impact of remittances
Remittances may move countercyclical relative to the economic cycle of the
recipient country. Remittances may rise when the recipient economy suffers
a downturn in activity or macroeconomic shocks due to financial
crisis, natural disaster, or political conflict, because migrants may send more
funds during hard times to help their families and friends.(Clarke &
Wallsten, 2004)
Remittances affect international capital market access is through the use of
structured finance techniques. Several banks in Malaysia like CIMB, Maybank
and International Monetary Fund (IMF) have been able to raise relatively
cheap and long-term financing from international capital markets via
securitization of future remittance flows. (Levitt and de la Dehesa, 2003).
Large remittance inflows can lead to exchange rate appreciation and lower
export competitiveness. (Amuedo Dorantes & Pozo,2004)
12. Negative impacts of remittances
Remittances can create a moral hazard problem where by a
government fails to put in place economic measures to solve
deteriorating economy due to trade deficit or higher
unemployment as it anticipates receiving money transfers from
migrant workers (Kapur & Aldaba, 2004)
Kapur (2004) argues that remittances are an important
mechanism to fund terrorism, civil wars and liberation
struggles. He points out that the support is based on migrant
organizations based in different countries such as Sir Lankan
Tamil migrants in Canada supporting the militant Liberation
Tigers of Tamil Ealam (LTTE)
14. 2
Why Use Competency-Based Pay?
Competency-Based Pay Supports
High-Performance
Work Systems
Strategic
Aims
Performance
Management
15. Competency-Based Pay
‘A payment system that relates salary
progression or a cash bonus to the display of
“competencies” by individual employees.
Systems originate in the identification of
competency, understood as the key attributes
and behaviours of employees that underlie
good performance in a particular organisation
or job.’
Heery and Noon (2001)
16. Different between Job Based Performance and
Competency Based Performance
•
Job-based pay is a more traditional
pay structure in which jobs are slotted
into salary schedules
•
Knowledge-based pay rewards
employees who set goals to learn new
skills and acquire new knowledge
•
Each position is assigned a pay range
based on job duties and the only
variance in pay is based on education
and seniority
•
Ambitious, self-motivated employees
typically prefer this approach because it
gives them a reason to focus on career
development
•
This offers employees a more
predictable method of pay, making it
easier to budget and plan for raises
each year.
•
Contribute to a systemic raising of the
bar for performance across all jobs.
•
Employers that use a skill-based pay
structure must provide continuing
opportunities for employees to gain more
skills and training. This allows a company
to reduce employee turnover and
encourage professional growth
•
Job-based pay structure may offer
opportunities for employee
development, but it is not specifically
used as a platform for employee
growth and wage increases.
17. Competency-Based Pay in Practice
Introduced competency-based pay because the previous
performance-related pay scheme was ambiguous and provided
limited incentive to improve
Because applying a normal distribution curve to performance
means that most staff are rated as average and there is little
differentiation in pay awards
Their competency-based pay scheme describes the ten critical competencies required
for each job family. Staff can be placed on three or four levels of achievement.
This means there is a motivation to demonstrate the competencies and these are fully
transparent. The system encourages flexibility and breadth, there by helping the
company get a broad base of experience.
18. PREVIOUS RESEARCH
Khatri (2000) and Tzafrir (2006) found that compensation
based on performance has a significant and positive
relationship with non-financial performance where service
quality is one of the measures . Meanwhile, incentives and
pay were the most important determinants of performance
in the service sector, such as among banks (Bartel, 2004).
However, there was only one study that examined the
relationship between conventional compensation and service
quality. Tsaur and Lin (2004) found a significant and positive
relationship between compensation practices and
responsiveness , assurance and empathy as dimensions of
service quality.
19. Why Use Competency- Based Pay
4 main ways in which employers were making the link between
competencies and pay:
76 % of organizations that used competency-based pay used
competencies in design of the grading structure
80% used them to determine promotions
88 % used competencies to determine pay rises or pay cuts
56 % used competencies to determine how an overall
pay rise should be divided into pay shares.
Adams (1999)
20. Competency-Based Pay
Organization – Related
Outcomes
Employee-related outcomes
Greater workforce flexibility
Enhanced employee
understanding of organization big
picture
Increased effectiveness of work
teams
Fewer bottleneck in workflow
Increased worker output per
hour
Greater employee selfmanagement
Improved employee satisfaction
Greater employee commitment
More career-enhancement
opportunities
21.
22. WHY IT
HAPPEN??
Minimum wage policy takes effect on 1st January 2013, many companies
will be facing great issues in restructuring their compensation system in
order to stay competitive in the market. Ongoing debates on the impact
of the minimum wage policy, a proactive solution should be taken in
place. Productivity Linked Wage System (PLWS) establishes the link
between wages and productivity
WHAT IS PLWS??
PLWS is a system which establishes the link between wages and
productivity. The system will ensure that wage increases proportionate
with higher productivity, thus enhancing competitiveness at the
company. This dynamic compensation system will directly reflect the
company and individual performance to ensure organization
sustainability and individual motivation.
23. WHEN IT START??
PLWS was introduced in 1996 following an agreement between the
National Labor Advisory Council (NLAC) and the Human Resources
Ministry on the need for wage reform but has only been sluggishly
adopted since
ELEMENTS IN PLWS
The Fixed Component comprises basic wage, plus an annual increment. It provides
for income stability, acts as an indicator of the job value, reflects the cost of living and
is adjusted accordingly through the annual increment. However, the annual
increments should only form a small portion of the wage bill to meet the rising cost
of living.
The Variable Components wage incentive, based on productivity or profit sharing
formula. It determines the take home pay of an employee
24. ISSUES ON PLWS
COUNTRIES
USD Thousand
%
Hong Kong
65174
2.7
Singapore
55702
2.1
Taiwan
43 827
1.9
Malaysia
14 217
4.55
Thailand
4801
-1.1
China
4443
8.7
Philippine
3341
0.5
Indonesia
3040
5.0
India
2827
4.8
PRODUCTIVITY LEVEL AND GROWTH OF MALAYSIAN AND SELECTED ASIAN
COUNTRIES BY MPC PRODUCTICITY REPORT 2011/2012
25. In the Asian region, Hong Kong, Singapore and Taiwan
productivity levels are much higher than Malaysia ranging from
USD 65,000 to USD44,000 compared to Malaysia only USD14,000
In the OECD countries, 9 countries having highest productivity
levels ranging between USD97,000 and USD35,000, with Ireland the
highest and New Zealand the lowest levels.
Malaysia’s productivity growth is increasing but productivity level is
low.
Factors for low level of productivity:
- Dependent on large number highly unskilled labor (70%)
- Contribution of services sector to GDP as per cent of GDP is only
54%
- Low level of technological development
- Lack of R & D activities and innovation (Full time work equivalent
per 1,000 people)
26. To achieve productivity improvements by:
Enhancing business environment to be more
conducive is among the factors that can improve
productivity. The need to ease in the public delivery
system and facilitate business investment
Computers and related equipment are now the
fastest growing segment of tangible investment
At the same time, a polarization in Malaysia labor
markets is taking place as skilled labor is in demand
whereas demand for low-skilled workers is declining
27. BENEFITS OF PLWS
Improve competitiveness
Provide recognition for improved performance
Creates openness and commitment
Provides for equitable sharing
Provides job security and stability in difficult times
Improves the standard of living
Enhances skills and knowledge
Provides the drive for innovation
28. CONCLUSION OF PLWS ISSUE
• Going for higher income economy and to be competitive, Malaysia must
sustained its GDP growth of at least 6 per cent continuously by 2020
• Productivity growth must grow persistently at 5 per cent and productivity
level will also rise higher
• Employment rate must be maintained at full employment level
• Human capital must be upgraded through training and the number of
unskilled workers must be reduced
• Provide conducive environment to encourage FDI
• Encourage industries to invest in new technology and encourage innovation
that will increase productivity
• Promote R & D activities
• Encourage industry to implement productivity linked wage system (PLWS)
29.
30.
31. 3
HOW TO ATTRACT AND RETAIN GEN Y IN
COMPANIES?
76 % of employers surveyed said an employee who works less
than a year is considered to be a job hopper.
84% employer would not hire someone with a job hopping
tendency.
At the ages of 25 and 34 surveyed think job hopping is a
healthy trend as they could get more experience from the
different jobs.
Over 65 % of employees surveyed said they have worked less
than two years at their jobs, but most of them are already on
the lookout for a new job. From the survey, it also showed that
these young workers have switched jobs twice in the past 5
years.
Jobstreet and Kelly services survey, May 2013
33. Ms. Chook Yuh Yng, country manager of JobStreet.com said, “If employees
job hop too often, nothing is substantial.
Employers are highly unlikely to hire someone with a job hopping
reputation, which will reflect in their resume.
Companies are also incurring huge recruitment and training costs as they
race to meet their talent needs in a market dominated by job-hopping
generation Y workers.
High turnover in employees also has a direct impact on a company’s
productivity. Aspects contributing to this include lost time in
rehiring, interviewing and training, lost sales or a lost customer base.
According to Kelly Services marketing director for Singapore and Malaysia
Jeannie Khoo, this trend is predominantly seen in Gen Y, and no, it's not
always just about the money.
34. EMPLOYERS
EMPLOYEES
GAP
It’s unhealthy Gen-Y
employees tend to quit
their jobs more easily
(84%)
Will not hire someone with
job hopping tendency
(83%)
No career development
(75%)
Provide training, better
working environment and
compensation (68%)
Job Hopping Trend
Job Hopping Mindset
Reason for Job
Hopping
How to Retain
It's healthy to get more
experiences from the
different jobs
(75%)
Intend to switch job within
1-2
years(49%)
Require more reward and
compensation(81%)
Provide competitive
rewards
based on
performance(36%)
36. What employers think is lacking among unemployed
graduates
• Expectations – 64%
– Should ask not what the company will do for them but what they can do for the
company first
– Should know the market value (do research)
• Attitude – 60%
– Should demonstrate continuous learning/self learning
– Should demonstrate ownership/commitment etc.
• Good communication skills (English) – 56% & 52%
– Should be able to communicate & articulate well in the business language
– Should be able to work as part of a team
– Should show confidence
• Choosy – 38%
– Should know the market outlook
– Should be realistic about the ideal first job/ company
37. General Expectations from Companies of a
Good Graduate/ Hire
• Good values
– (e.g. honest, confident yet humble, innovative and creative)
• Positive attitudes
– (e.g. proactive, hardworking, high motivation and curiosity driven)
• Work-related skills
– (e.g. communication, entrepreneurship and leadership skills)
• Preparedness to work
– (e.g. industry-ready skills and ability to perform well in a working
environment).
Source: Unesco Report
39. OVERCOME ISSUES
It is important that the education program offered are able to equip
graduates with the necessary skills to join the workforce including both
intellectual and practical skills
– (e.g. Technical or domain specific knowledge & skills)
– (e.g. Other important skills including Communications, Logical
thinking, Project
Management, interpersonal skills, General Knowledge etc.)
• It is also important to align to the needs of the Work Place, so that
Graduates
have the right “preparedness to enter the workforce”
– Internships is key
– Projects/ Coursework
– Involvement of industry in curriculum review, guest lecturing, providing
career talks etc.