This document discusses key concepts in international human resource management (IHRM). It defines IHRM and differentiates it from domestic HRM, noting increased complexity due to factors like cultural differences and varying legal systems across countries. The document also summarizes types of multinational organizations (international, multinational, global, transnational) and challenges in IHRM like expatriation failures, talent management across borders, and managing a diverse workforce. Finally, it discusses important topics like diversity, equal employment opportunities, and qualities of effective global managers.
In this presentation, we will understand the challenges of international performance management, analyze the areas in terms of skill and other traits, understanding the conflicting role expectation and analyze the variety of appraisers in international performance appraisal.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
In this presentation, we will understand the challenges of international performance management, analyze the areas in terms of skill and other traits, understanding the conflicting role expectation and analyze the variety of appraisers in international performance appraisal.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
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.
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.
HR PRACTICES OF MULTINATIONAL COMPANIES mehul chopra
This presentation would enhance your knowledge about the hr practices followed by different companies and it would enhance your knowledge about the what services does the company provide to their employees
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.
Organizations nowadays are expanding both regionally and internationally, and have to adopt to new ways of working, especially field-work requires enormous flexibility and mobility from employees. Thus, this has created difficulties for companies to gather employees together in order to train, develop and communicate at the same time. E-learning may be the solution for this problem.
By enhancing knowledge skills and know-how to employees, where in particular the employee has control over and personally customized whether what, when, where and how he/she learns.
Human resource issues in trans cultural organisationAakash Khandelwal
The document explores various HR issues within an organization (MNC) due to cultural diversity.
Hofstede framework is used and example of Merill Lynch, Bank of America and Google haven been discussed.
Dr. jhansi rani M R - cross cultural management (IHRM)MRJhansiRani
All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
The objective of the study is to investigate and analyze the influence of culture on human resource management practices. The research is expected to answer the importance question: Are HRM practices influenced by national culture or not? It is generally accepted that the practices of management is considered to be universal until Hofstede (1980:42) published the seminal work: Culture’s Consequences: International Differences in Work Related Value in 1980. Hofstede’s work is the most popular in cross culture management studies so that his framework in national culture will be used in this research. Structural equation model (SEM) with Two Step Model Building Approach is used to test structural theory. It is used to test the hypotheses model statistically to determine the extent to which the proposed model is consistent with the sample data. SEM incorporates both confirmatory factor analysis and multiple regressions to estimate a series of interdependent relationship simultaneously. The results of descriptive analysis indicate that the national culture dimensions tend high for collectivism, power distance, masculinity and uncertainty avoidance, quite different from Hofstede (1980) findings that Indonesia has high collectivism, high power distance, and moderate in masculinity and low in uncertainty avoidance. While in Second Order Confirmatory Factor Analysis, collectivism, power distance and uncertainty avoidance are confirmed as a dimension of national culture but masculinity are not.
In structural testing, it indicates that two hypotheses i.e. the influence of national culture on career development and compensation are supported but the influence of national culture on staffing and participative management are not supported. Organizational culture also shows influence on staffing and participative management. One of human resource management practices i.e. career development influence on organizational performance but others such as staffing, participative management, and compensation does not. This study shows that national culture and organizational culture influence on some of human resource management practices. Therefore, this research supports the divergence theory that human resource management practices are culture-bound.
Managing across cultures-Lecture-04(Helen Deresky)Shifur Rahman
Employees of MNCs are expected to “fit in.”
Regardless of the external environment, managers and employees must understand internal culture to be successful.
Organizational Culture is the shared values and beliefs that enable members to understand their roles in and the norms of the organization.
2. Myths about Globalisation
• Myth #1: Global = International
• Myth #2: Global strategy means doing same thing
everywhere
• Myth #3: Globalizing = stateless corporation, no
national/community ties
• Myth #4: Globalisation requires abandoning country images
and values
• Myth #5: Globalizing means tackling on acquisitions or
alliances in other countries, without much integration/change
• Myth #6: A strategy must involves sales/operations in
another country
3. International, Multinational, Global &
Transnational Organizations
• International company – transports its business
outside home country; each of its operations is a
replication of the company's domestic experience;
structured geographically; and involves subsidiary
general managers
– Companies offering multiple products often find it
challenging to remain organized e.g. need to have a
common information systems for accounting, financial and
management controls, and marketing. Most evolve to
become multinational companies
4. International, Multinational, Global &
Transnational Organizations
• Multinational company – grows and defines its
business on a worldwide basis, but continues to
allocate its resources among national or regional
areas to maximize the total.
5. International, Multinational, Global &
Transnational Organizations
• Global organizations – treat the entire world as
though it were one large country; may be the entire
company or one or more of its product lines; may
operate with a mixture of two or more organizational
structure simultaneously.
6. International, Multinational, Global &
Transnational Organizations
• Transnational organization - Use specialized
facilities to permit local responsiveness; more
complex coordination mechanism to provide global
integration
7. Global Efficiency and Local
Responsiveness of Firms
High
Global Global Transnational
efficiency
International Multinational
Low Local responsiveness High
8. Important Lessons for Global Firms
• The need to manage change
• The need to respect local cultures
• The need to understand a corporation’s culture
• The need to be flexible
• The need to learn
9. International HRM
• International human resource management is
concerned with the human resource problems of
multi-national firms in foreign subsidiaries with the
unfolding of HR issues that are associated with the
various stages of the internationalization process
– Boxall 1995
10. International HRM
• International HRM (IHRM) is the process of:
– Procuring,
– Allocating, and
– Effectively utilizing human resources
– In a multinational corporation, while
– Balancing the integration and differentiation of HR
activities in foreign locations
11. International HRM
• Complexity –
– Operation of the multinational enterprise units
across diverse national contexts
– The employment of workers with different national
characteristics
12. Objectives of IHRM
• To reduce the risk of international human
resource
• To avoid cultural risks
• To avoid regional disparities
• To manage diversifies human capital
14. What is an expatriate?
An employee who is working and temporarily
residing in a foreign country
• Some firms prefer to use the term “international
assignees”
• Expatriates are PCNs from the parent country
operations, TCNs transferred to either HQ or another
subsidiary, and HCNs transferred into the parent
country
Global flow of HR: more complexity in activities
and more involvement in employees' lives
16. Differences between Domestic HRM and
IHRM
More HR activities: taxation, culture orientation,
administrative services
The need for a broader perspective: cater to multiple needs
More involvement in employees’ personal lives: adjustment,
spouses, children
Changes in emphasis as the workforce mix of expatriates
and locals varies: fairness
Risk exposure: expatriate failure, terrorism
Broader external influences: government regulations, ways of
conduct
17. Differences between Domestic HRM and
IHRM
• Complexity involved in operating in different countries, varied
nationalities of employees
• The different Cultural Environment
• The industry or industries with which the MNC is involved
• Attitudes of Senior Management
• Extent of reliance of MNC on home country domestic market
19. Major Differences Between
Domestic HRM and IHRM
• Business activities e.g. taxation, international relocation,
expatriate remuneration, performance appraisals, cross-
cultural training and repatriation
• Increased complexities e.g. currency fluctuations, foreign HR
policies and practices, different labor laws
• Increased involvement in employee’s personal life e.g.
personal taxation, voter registration, housing, children’s
education, health, recreation and spouse employment
• Complex employee mix – cultural, political, religious, ethical,
educational and legal background
• Increased risks e.g. emergency exits for serious illness,
personal security, kidnapping and terrorism
20. Main challenges in IHRM
• High failure rates of expatriation and repatriation
• Deployment – getting the right mix of skills in the
organization regardless of geographical location
• Knowledge and innovation dissemination –
managing critical knowledge and speed of
information flow
• Talent identification and development – identify
capable people who are able to function effectively
• Barriers to women in IHRM
• International ethics
• Language (e.g. spoken, written, body)
21. Main challenges in IHRM
• Different labor laws
• Different political climate
• Different stage(s) of technological advancement
• Different values and attitudes e.g. time,
achievement, risk taking
• Roles of religion e.g. sacred objects, prayer, taboos,
holidays, etc
• Educational level attained
• Social organizations e.g. social institutions, authority
structures, interest groups, status systems
22. Qualities of Global Managers
• Understand the worldwide business
• Learn about many cultures
• Work with many types of people
• Create cultural synergy
• Adapt to living in many cultures
• Use cross-cultural skills daily
• Treat foreign colleagues as equals
• Use foreign assignments as career development
23. Diversity in workforce
• Differences among people in age, gender, race,
ethnicity, religion, sexual orientation, socioeconomic
background, capabilities/disabilities and in the
thought process.
• Management system which incorporates the
differences found in a multicultural workforce in a
manner which results in the highest level of
productivity for both the organization and the
individual.
24. Diversity in workforce
• Diversity is the mixture of people in business, with
their variety of backgrounds, experiences, styles,
cultures, skills and competencies
26. Diversity Wheel
• Learnings -
– As individuals, we are all diverse
– As organizations and work groups, some are more diverse
than others
– Important to understand your mix (customer’s, employees
& stakeholders) now both current state and desired state
– People are both similar and different among a variety of
dimensions
– Need to understand the impact of culture
28. Equal Employment Opportunities (EEO)
• It means eliminating barriers to ensure that all
employees are considered for the employment of
their choice and have the chance to perform to their
maximum potential.
29. Equal Employment Opportunities (EEO)
• Objectives -
– To promote recognition and acceptance of everyone's right
to equality of opportunity
– TO eliminate, as far as possible, discrimination against
people by prohibiting discrimination on the basis of various
attributes
– TO eliminate, as far as possible, sexual harassment
– TO provide redress for people who have been
discriminated against or sexually harassed.
30. Equal Employment Opportunities (EEO)
• EEO practices include:
– fairness at work,
– hiring based on merit and
– promotion based on talent.
– It concerns all aspects of employment including
recruitment, pay and other rewards, career development
and work conditions