International Human Resource Management (IHRM) refers to the management of human resources in a multinational organization. It involves various activities such as recruitment, selection, training, compensation, and performance management of employees across different countries and cultures.
IHRM is crucial as it deals with the challenges and complexities of managing a diverse workforce in multiple locations. It requires understanding and adapting to different labor laws, cultural norms, language barriers, and economic conditions.
Here are some links that provide more information on International HRM:
Society for Human Resource Management (SHRM) - International HR: https://www.shrm.org/hr-today/trends-and-forecasting/research-and-surveys/pages/international-hr.aspx
International Journal of Human Resource Management: https://www.tandfonline.com/loi/rijh20
The Society for International Human Resource Management (SIHRM): https://www.sihrm.org/
International HRM: Managing People in a Multinational Context (Book): https://www.amazon.com/International-HRM-Managing-Multinational-Context/dp/0415710522
Please note that International HRM is a broad topic, and there are numerous resources available online and in academic journals that delve deeper into specific aspects of this field.
Uday salunkhe managing work force diversityudaysalunkhe
This article talks about managing work force diversity within the organisation. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
International human resource management involves managing employees across international boundaries. It can be modeled using three dimensions: HR activities, types of employees, and countries. IHRM is more complex than domestic HRM due to factors like diverse cultures, risk exposure, and external influences of different countries. Cultural differences, industry type, reliance on home country market, and senior management attitude moderate differences between domestic and international HRM. Forces of globalization and change require flexible, responsive IHRM strategies to facilitate knowledge sharing and competence transfer.
The document is feedback from a professor to a student on an assignment about international human resources. The professor notes that the student's presentation was missing several key requirements of the assignment, including an analysis of how personnel administration objectives influence IHRM, recommendations for training a diverse workforce, and support with local data. The presentation also did not meet the required length and formatting guidelines. The professor provided the assignment requirements to guide the student in completing the presentation satisfactorily.
Culture is a social value that helps coorporations together. • Culture functions as a semblance and control mechanism, guiding and shaping employee attitudes and behaviors. Culture improves company dedication and boosts employee behavior consistency.
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.
International human resource management (IHRM) deals with managing human resources on a global scale. While HRM and IHRM share similar basic functions, IHRM is more complex due to factors like operating across different cultures and countries with varying laws and standards. Globalization and increased foreign investment drove the need for IHRM to help multinational corporations manage employees internationally and gain a competitive advantage. IHRM aims to balance local responsiveness with global integration through flexible policies and helping transfer knowledge across borders.
HRP stands for human resource planning. IHRP refers to international human resource planning.
IHRP is the process of forecasting expatriate and local staffing needs for an organization's international operations and developing long-term and short-term plans to meet those needs. It involves procuring, allocating, and utilizing human resources effectively across different countries where a multinational corporation operates. IHRP addresses issues like managing expatriates, developing talent globally, and managing a multicultural workforce across national borders.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
This document discusses the cultural consequences of international human resource management practices on companies. It begins with an introduction on globalization and the need for companies to integrate domestic and foreign operations. It then discusses several cultural frameworks for understanding differences in values and practices across countries, including the work of Hall and Hall on high and low context cultures, and Hofstede's five dimensions of national culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long vs short term orientation. The document explores how these cultural theories can provide insights into variations in HR practices across regions. It emphasizes that while cultural theories are useful for understanding differences, they should not deterministically link culture to practices without considering other factors like
Uday salunkhe managing work force diversityudaysalunkhe
This article talks about managing work force diversity within the organisation. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
International human resource management involves managing employees across international boundaries. It can be modeled using three dimensions: HR activities, types of employees, and countries. IHRM is more complex than domestic HRM due to factors like diverse cultures, risk exposure, and external influences of different countries. Cultural differences, industry type, reliance on home country market, and senior management attitude moderate differences between domestic and international HRM. Forces of globalization and change require flexible, responsive IHRM strategies to facilitate knowledge sharing and competence transfer.
The document is feedback from a professor to a student on an assignment about international human resources. The professor notes that the student's presentation was missing several key requirements of the assignment, including an analysis of how personnel administration objectives influence IHRM, recommendations for training a diverse workforce, and support with local data. The presentation also did not meet the required length and formatting guidelines. The professor provided the assignment requirements to guide the student in completing the presentation satisfactorily.
Culture is a social value that helps coorporations together. • Culture functions as a semblance and control mechanism, guiding and shaping employee attitudes and behaviors. Culture improves company dedication and boosts employee behavior consistency.
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.
International human resource management (IHRM) deals with managing human resources on a global scale. While HRM and IHRM share similar basic functions, IHRM is more complex due to factors like operating across different cultures and countries with varying laws and standards. Globalization and increased foreign investment drove the need for IHRM to help multinational corporations manage employees internationally and gain a competitive advantage. IHRM aims to balance local responsiveness with global integration through flexible policies and helping transfer knowledge across borders.
HRP stands for human resource planning. IHRP refers to international human resource planning.
IHRP is the process of forecasting expatriate and local staffing needs for an organization's international operations and developing long-term and short-term plans to meet those needs. It involves procuring, allocating, and utilizing human resources effectively across different countries where a multinational corporation operates. IHRP addresses issues like managing expatriates, developing talent globally, and managing a multicultural workforce across national borders.
Cultural consequences of IHRM on company’s values, behavior, institutions, or...Masum Hussain
This document discusses the cultural consequences of international human resource management practices on companies. It begins with an introduction on globalization and the need for companies to integrate domestic and foreign operations. It then discusses several cultural frameworks for understanding differences in values and practices across countries, including the work of Hall and Hall on high and low context cultures, and Hofstede's five dimensions of national culture: power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, and long vs short term orientation. The document explores how these cultural theories can provide insights into variations in HR practices across regions. It emphasizes that while cultural theories are useful for understanding differences, they should not deterministically link culture to practices without considering other factors like
“Probe In Multi-Ethnic Disputes About HR Practices In HRM”iosrjce
“Ethnic diversity adds richness to a society” *Gary Locke*
The real organization of human resource management is organizational culture and its reformation and
management. Ethos is closely related to organizational strategy, structure and intention. It influences staff's
notice of job selection, evaluation training, and reward and so on. In addition to the normal pressures of manmanagement,
managers are now required to deal with challenges, friction and misunderstandings emanating
from cross ethnic differences. Effective management in the modern environment necessitates cross ethnic
competency in order to get the best out of a multiethnic team. With the growing significance of developing
economies in the global business environment, Human Resource Management is facing increased difficulty in
managing cross-border ethnic relationships. This paper of mine analyze the HR must be knowledgeable about
multiethnic factors on both the domestic and global fronts in Human Resource Management As Dr Zareen
Karani Araoz, President and founder of “Managing Across cultures, Karani Lam & Associates, says in
global conference , "For an employee who repeatedly takes a conference call from US at 3 a.m. regularly is a
major problem area, but he finds it difficult to articulate this to his client or his counterpart in the US, due to
fear. In an institutionalized environment, it is easy to learn to be frank, where saying “NO” is often appreciated
rather than saying “YES” and failing to deliver on the promise
This document summarizes a paper that explores the roles of corporate HR functions in multinational companies (MNCs). It discusses how issues of coordination, standardization, and customization are important in MNCs. The paper presents results from case studies of 6 MNCs to identify the activities of corporate HR departments and the processes used to design, develop, and implement those activities. The roles of HR are found to depend on the organizational context, including whether the company operates internationally.
Foreign cultures and level of comfort – a three countries empirical investiga...Alexander Decker
This document summarizes a study that investigated levels of comfort with foreign cultures among employees in Italy, Portugal, and India. A survey was administered to over 800 employees across the three countries to assess their comfort levels across various cultural dimensions. Statistical analyses found significant differences in comfort levels among the three countries, indicating that comfort with foreign cultures varies based on country of origin. The study aimed to develop a conceptual framework for understanding the observed and latent factors that influence intercultural comfort.
International human resource management deals with procuring, allocating, and motivating human resources across international businesses. HR managers in global organizations face the challenge of balancing the integration of HR policies across subsidiaries with allowing flexibility for different business and cultural settings. There are three dimensions to consider: 1) HR activities in international contexts, 2) reconciling the interests of home, host, and third-party nations, and 3) treating employees from home, host, and third countries. Effective international HRM requires cultural awareness and adapting to different stages of internationalization. Theoretical models provide frameworks for matching HR to strategy, considering multiple stakeholder interests, contextual factors, and integrating HR activities with strategic needs.
This document summarizes an article about expatriation and the challenges of managing expatriates. It discusses how there is no single approach to expatriate management that can be applied across all organizations and countries due to differences in culture, family situations, language skills, and other factors. The document also outlines the four pillars of effective expatriate management: selection of expatriates, preparation for international assignments, performance management during assignments, and repatriation after assignments. However, it notes that many companies do not follow systematic procedures for expatriate selection.
International human resource management deals with procuring, allocating, and motivating human resources across international businesses. HR managers in global organizations face the challenge of balancing the integration of HR policies across subsidiaries with allowing flexibility for different business and cultural settings. IHRM considers three dimensions: human resource activities in different countries, types of employees from host, home, or third countries, and reconciling HR practices between these countries. Theoretical models of IHRM include the matching, Harvard, contextual, 5P, and European models which approach IHRM from different perspectives like resources, stakeholders, external context, and constraints.
In this thesis, leadership is tested by looking at the influence from cultural dimensions. This cultural influence is on the preference of leadership and the managing of conflicts.
In the Eye of the BeholderCross Cultural Lessons in Leaders.docxjaggernaoma
In the Eye of the Beholder:
Cross Cultural Lessons in Leadership from Project GLOBE
Mansour Javidan, Peter W. Dorfman, Mary Sully de Luque, and Robert J. House*
Executive Overview
Global leadership has been identified as a critical success factor for large multinational corporations. While
there is much writing on the topic, most seems to be either general advice (i.e., being open minded and
respectful of other cultures) or very specific information about a particular country based on a limited case
study (do not show the soles of your shoes when seated as a guest in an Arab country). Both kinds of
information are certainly useful, but limited from both theoretical and practical viewpoints on how to lead
in a foreign country. In this paper, findings from the Global Leadership and Organizational Behavior
Effectiveness (GLOBE) research program are used to provide a sound basis for conceptualizing worldwide
leadership differences. We use a hypothetical case of an American executive in charge of four similar teams
in Brazil, France, Egypt, and China to discuss cultural implications for the American executive. Using the
hypothetical case involving five different countries allows us to provide in-depth action oriented and
context specific advice, congruent with GLOBE findings, for effectively interacting with employees from
different cultures. We end the paper with a discussion of the challenges facing global executives and how
corporations can develop useful global leadership capabilities.
Impact of Globalization
A
lmost no American corporation is immune
from the impact of globalization. The reality
for American corporations is that they must
increasingly cope with diverse cross-cultural em-
ployees, customers, suppliers, competitors, and
creditors, a situation well captured by the follow-
ing quote.
So I was visiting a businessman in downtown Jakarta the
other day and I asked for directions to my next appointment.
His exact instructions were: Go to the building with the
Armani Emporium upstairs—you know, just above the
Hard Rock café—and then turn right at McDonalds. “I just
looked at him and laughed, “Where am’ I?”
Thomas Friedman, New York Times, July 14, 1997
Notwithstanding Tom Friedman’s astonishment
about the global world in Jakarta, the fact is that
people are not generally aware of the tremendous
impact that national culture has on their vision
and interpretation of the world. Because culture
colors nearly every aspect of human behavior, a
working knowledge of culture and its influences
can be useful to executives operating in a multi-
cultural business environment. It is a truism by
now that large corporations need executives with
global mindsets and cross-cultural leadership abil-
ities. Foreign sales by multinational corporations
have exceeded $7 trillion and are growing 20
percent to 30 percent faster than their sales of
exports.1 But while the importance of such busi-
ness grows, 85 percent of Fortune 500 companies
have repo.
An Investigation on Self-Initiated Expatriation: Comparison with Traditional ...paperpublications3
This document provides an overview of a research paper that investigates self-initiated expatriation and compares it to traditional expatriation in the context of human resource management. It defines self-initiated expatriates as individuals who move to another country for work or living without being assigned by a company. The research aims to distinguish between self-initiated expatriates and traditional expatriates, compare their motivations and challenges, and examine how they can achieve successful expatriation with HR support. It outlines the objectives, research questions, and chapter structure and provides an introduction to the literature review on self-initiated expatriates and why they are becoming increasingly significant in filling international talent gaps.
This document summarizes a research study on conflicts in multicultural teams. The study investigated how cultural values influence conflicts in multicultural teams and impact team performance. Primary data was collected through interviews with managers and team members from various companies in Sweden. Cultural theories on dimensions of culture and approaches to handling conflicts were analyzed. The findings showed that cultural training and awareness of other cultures can help address conflicts influenced by cultural differences and improve multicultural team efficiency. Negotiating realities to find solutions agreeable to all cultures was found more effective than traditional North American conflict resolution approaches.
This document discusses a study that examines human resource management (HRM) practices in subsidiaries of US, Japanese, and German multinational corporations (MNCs). The study aims to disentangle the effects of country of origin, localization, and dominance on HRM practices. It reviews debates on convergence vs divergence of management practices and standardization vs localization within MNCs. The study finds that for Japanese and German subsidiaries, HRM practices converge to dominant US practices rather than reflecting country of origin or localization effects, suggesting convergence in this function despite its local nature.
This document summarizes a research paper that examines human resource management (HRM) practices in subsidiaries of US, Japanese, and German multinational corporations. The paper aims to test the extent that HRM practices are influenced by the country of origin, localization effects of the host country, or dominance effects of perceived best practices. The researchers analyzed HRM practices in headquarters and subsidiaries across the US, Japan, and Germany to disentangle the influences of country of origin, localization, and dominance effects. They found dominance effects were most important for Japanese and German subsidiaries, whose practices converged to US practices. For US subsidiaries, localization effects were more significant. This suggests even localized functions like HRM show signs of convergence
Human Resource Management in Hospitality Multinational Enterprises: An Empiri...IOSR Journals
This document discusses human resource management practices in hospitality multinational enterprises operating in India. It begins with an introduction on the growth of multinational enterprises globally and their presence in emerging markets like India. It then reviews literature on factors that influence the human resource management practices adopted by foreign multinational subsidiaries operating in a host country, including pressures for standardization versus localization. The study aims to compare the HRM practices of Indian hospitality MNEs to foreign hospitality MNEs operating in India and examine how practices are influenced by firm-specific factors like nationality, size, and industry. It hypothesizes that HRM practices will remain aligned with the local cultural environment and diverge from practices in foreign MNE subsidiaries.
This document summarizes a journal article about the challenges of managing expatriates in multinational organizations. It discusses how expatriation has evolved from filling skills gaps to gaining strategic global expertise. While selection, training, performance management, and repatriation are important for expatriate success, challenges remain in integrating outsiders into new cultures and balancing global consistency with local diversity. Specifically, cultural adjustment, family issues, lack of training, isolation, differing labor laws, and imposing a strong corporate culture can all lead to problems. The article examines practices that may help, such as cross-cultural training, clarifying goals, mentoring, and creating a psychologically safe environment for diverse workforces.
This document summarizes a journal article about the challenges of managing expatriates in multinational organizations. It discusses how expatriation has evolved from filling skills gaps to gaining strategic global expertise. While selection, training, performance management, and repatriation are important for expatriate success, challenges remain in integrating outsiders into new cultures and balancing global consistency with local diversity. Specifically, cultural adjustment, family issues, isolation, differing labor laws, lack of training, and imposing a strong corporate culture can all lead to problems. The article examines these challenges and calls for improved expatriate management practices.
You have asked people to rate a product on a 1 to 10 scale. You ha.docxjeffevans62972
You have asked people to rate a product on a 1 to 10 scale. You have divided your results into two samples: people from urban areas, and people from rural areas. You wish to show that there is a difference between the two groups in how they rate the product. You have no prior belief about which will be more than the other, however. The appropriate statistical test in Excel produces the results shown below. Answer these questions:
(a) State the null hypothesis and the alternative hypothesis. Be sure it is clear which you are saying is the null and which is the alternative.
(b) Which statistical test is appropriate? [Your choices are one mean, one proportion, two means for related samples, two means for independent samples, or two proportions]
(c) Can you conclude that there is a difference between the two groups? Explain why or why not.
Introduction
Global leaders are a rising class of leaders that are capable of working in universal and global connections. Introductory exploration demonstrates that global leaders are a remarkable breed with identifiable attributes (Mendenhall, 2013). They have a particular interest in the world and enthusiasm for individuals is not the same as themselves. This hobby motivates visionary activities and associations that encompass national limits. Besides, genuine global leadership perceives the effect of their activities on surrounding groups and the entire society. They comprehend that individual success is subordinate upon the thriving of others and that they assume a part in changing their organizations, as well as the social orders in which they work. Osland, Oddou, Bird, & Osland, (2013) Shows worldwide pioneers conceived, as well as can make. Global leadership gets to be who they are by developing specific methods for taking a gander at the world, contemplating issues and opportunities and acting with respectability in a quest for arrangements. Research demonstrates that global pioneers offer three typical qualities: they have a collective mentality that permits them to unite cross-culture over limits, they are international business people headed to make new solutions and seize opportunities, and they are universal nationals enlivened to add to the groups they touch. Initiative in a various and multicultural environment: creating mindfulness, learning, and abilities (Caligiuri, & Tarique, 2012).
Over the previous decade, global and residential associations have perceived the essential requirement for their leaders to wind up skillful in culturally diverse connections. The move to a worldwide economy and the expanding expansion of the workforce in the United States bolster the progressing requirement for exploration and preparing here. Capable multicultural leaders are vital to an association's accomplishment in the global business sector. Mendenhall, (2013) gave a content understudies in administration or business and can likewise be valuable to differ qualities and improve the diplomatic skill of a.
Global leadership can be considered as emerging. The emerging natu.docxwhittemorelucilla
Global leadership can be considered as emerging. The emerging nature of global leadership has attracted numerous inputs from diverse and multidisciplinary dimensions. The growth in interest in global leadership can serve as a curse or as a blessing to its promising but young and relatively naïve and open field. Per a review of the literature on global leadership, various distinctions point to the understanding that cultural dynamic involving multiculturalism, cross-cultural, intercultural, and cultural differences are critical to the understanding and advancement of global leadership towards global leadership competencies, effectiveness and so forth. As such, this understanding is expected to underscore the conceptualization and practice of global leadership going forward.
New Meanings in Global Leadership Competence: Discovering Approaches of Conceptualizing and Operationalizing Multicultural Leadership in Global Occupational Settings
Cultural dynamic-cultural diversity, intercultural, cross-cultural, and multicultural-is increasing in its criticality towards global leadership competencies and effectiveness (Mendenhall, Osland, Bird, Oddou, & Maznevski, 2008). Leaders within organizations oriented towards multiculturalism are expected to be multiculturally competent (Canen, & Canen, 2008). These leaders are, for example, required to be multiculturally accountable towards the institutionalizing of cultural flexibility and diversity (Canen, & Canen, 2008). Moreover, multiculturally competent leadership has been identified as a potential source of conflict management in organizations (Canen, & Canen, 2008). Globally oriented companies are also cautioned to consider as critical and integral to their efforts multicultural leadership (Muna, 2011) if they intend to sustain their global competitive advantage since “multicultural leaders are cosmopolitan and worldly, they have acquired the cultural sensitivity necessary to bridge cultures (even when working within the same country) and can conduct business effectively across national borders” (Muna, 2011, p. 90). In addition to the criticality of effective global leadership to the success of global organizations (Butler, Zander, Mockaitis, & Sutton, 2012; Tung & Varma, 2008, as cited in Lisak & Erez, 2015: Mendenhall et al., 2008) leaders who develop the potential to emerge within a multicultural occupational settings or teams are seen to be more oriented towards global identity, cultural diversity, and cultural intelligence (Lisak & Erez, 2015). Regarding stakeholder issues in organizations, there has arisen the need to manage ethnocentrism and ethnorelativism challenges via ethnopluralism (Snaiderbaur, 2012).
The developments highlighted above are a few of the vast array of growing developments associated with the undeniable growth in stature and impact of globalization and multinational organizations that increasingly pose emerging challenges to leadership and management and ...
A Framework For Comparative Institutional Research On HRMJames Heller
This document presents a framework for comparative institutional research on human resource management (HRM). It argues that most influential HRM research lacks consideration of external context. The framework is based on economic institutional theory and aims to bring context back into HRM research. It validates the framework using existing publications on institutionally based comparative HRM from 2007-2017. The framework considers how national institutions shape HRM practices in organizations operating across countries. It argues this approach reflects the reality faced by HRM practitioners more than existing context-free research.
21 organization development in global settingsArchith Nathan
Organization development (OD) is now a global practice due to the expansion of organizations internationally. Hofstede developed a framework of cultural dimensions based on research with IBM employees in 40 countries. His dimensions include power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, long-term vs short-term orientation. Organizations operate with international, global, multinational, or transnational orientations depending on their product standardization and responsiveness to local markets. OD helps organizations address cross-cultural issues and implement their global strategy through interventions like training, team building, and strategic planning.
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.
IMS MBA & BBA PYQ Master file of Institute of Management Sciences Lucknow Uni...UtkarshSingh600554
IMS MBA & BBA PYQ Master file of Institute of Management Sciences Lucknow University,
The Institute of Management Sciences at Lucknow University is a highly reputed institution offering management programs at both undergraduate and postgraduate levels. The curriculum is designed to equip students with a strong foundation in various management concepts and practices. The faculty at the institute comprises experienced and knowledgeable professionals with expertise in different areas of management.
The institute offers various specializations such as Marketing, Finance, Human Resource Management and International Business. Apart from classroom teaching, the institute also provides opportunities for students to gain practical experience through internships, industry visits and workshops.
The institute has a well-equipped library and state-of-the-art classrooms and computer labs. The campus also boasts of facilities like a sports complex, hostels, and cafeteria.
Overall, the Institute of Management Sciences at Lucknow University is an excellent choice for management aspirants looking for a quality education in an academic environment that fosters holistic growth and development.
International marketing refers to the process of promoting and selling products or services to customers in different countries. It involves understanding the cultural, economic, and political differences of various markets and developing marketing strategies accordingly. Here are a few key points about international marketing:
Market Research: Conducting thorough market research is crucial to identify target markets, understand consumer behavior, and assess competition in different countries.
Adaptation vs. Standardization: Companies must decide whether to adapt their marketing strategies to suit local preferences or maintain a standardized approach across different markets.
Cultural Considerations: Cultural differences play a significant role in international marketing. Companies need to tailor their products, messaging, and promotional activities to align with local customs, beliefs, and values.
Distribution Channels: Choosing the appropriate distribution channels is essential for successful international marketing. Companies must consider factors such as infrastructure, logistics, and local market practices.
Pricing Strategies: Pricing decisions should consider factors like local purchasing power, competition, and economic conditions in each market. Companies may adopt different pricing strategies based on market dynamics.
Legal and Regulatory Compliance: International marketing requires adherence to various legal and regulatory frameworks, including trade policies, intellectual property rights, labeling requirements, and advertising regulations.
For further reading on international marketing, you can refer to the following resources:
World Trade Organization (WTO) - International Trade and Market Access: https://www.wto.org/
International Marketing - Boundless Business: https://courses.lumenlearning.com/boundless-business/chapter/international-marketing/
International Marketing - Investopedia: https://www.investopedia.com/terms/i/international-marketing.asp
International Marketing - QuickMBA: https://www.quickmba.com/marketing/international/
Please note that international marketing is not a code-related question, so there is no specific code to provide in this context.
“Probe In Multi-Ethnic Disputes About HR Practices In HRM”iosrjce
“Ethnic diversity adds richness to a society” *Gary Locke*
The real organization of human resource management is organizational culture and its reformation and
management. Ethos is closely related to organizational strategy, structure and intention. It influences staff's
notice of job selection, evaluation training, and reward and so on. In addition to the normal pressures of manmanagement,
managers are now required to deal with challenges, friction and misunderstandings emanating
from cross ethnic differences. Effective management in the modern environment necessitates cross ethnic
competency in order to get the best out of a multiethnic team. With the growing significance of developing
economies in the global business environment, Human Resource Management is facing increased difficulty in
managing cross-border ethnic relationships. This paper of mine analyze the HR must be knowledgeable about
multiethnic factors on both the domestic and global fronts in Human Resource Management As Dr Zareen
Karani Araoz, President and founder of “Managing Across cultures, Karani Lam & Associates, says in
global conference , "For an employee who repeatedly takes a conference call from US at 3 a.m. regularly is a
major problem area, but he finds it difficult to articulate this to his client or his counterpart in the US, due to
fear. In an institutionalized environment, it is easy to learn to be frank, where saying “NO” is often appreciated
rather than saying “YES” and failing to deliver on the promise
This document summarizes a paper that explores the roles of corporate HR functions in multinational companies (MNCs). It discusses how issues of coordination, standardization, and customization are important in MNCs. The paper presents results from case studies of 6 MNCs to identify the activities of corporate HR departments and the processes used to design, develop, and implement those activities. The roles of HR are found to depend on the organizational context, including whether the company operates internationally.
Foreign cultures and level of comfort – a three countries empirical investiga...Alexander Decker
This document summarizes a study that investigated levels of comfort with foreign cultures among employees in Italy, Portugal, and India. A survey was administered to over 800 employees across the three countries to assess their comfort levels across various cultural dimensions. Statistical analyses found significant differences in comfort levels among the three countries, indicating that comfort with foreign cultures varies based on country of origin. The study aimed to develop a conceptual framework for understanding the observed and latent factors that influence intercultural comfort.
International human resource management deals with procuring, allocating, and motivating human resources across international businesses. HR managers in global organizations face the challenge of balancing the integration of HR policies across subsidiaries with allowing flexibility for different business and cultural settings. There are three dimensions to consider: 1) HR activities in international contexts, 2) reconciling the interests of home, host, and third-party nations, and 3) treating employees from home, host, and third countries. Effective international HRM requires cultural awareness and adapting to different stages of internationalization. Theoretical models provide frameworks for matching HR to strategy, considering multiple stakeholder interests, contextual factors, and integrating HR activities with strategic needs.
This document summarizes an article about expatriation and the challenges of managing expatriates. It discusses how there is no single approach to expatriate management that can be applied across all organizations and countries due to differences in culture, family situations, language skills, and other factors. The document also outlines the four pillars of effective expatriate management: selection of expatriates, preparation for international assignments, performance management during assignments, and repatriation after assignments. However, it notes that many companies do not follow systematic procedures for expatriate selection.
International human resource management deals with procuring, allocating, and motivating human resources across international businesses. HR managers in global organizations face the challenge of balancing the integration of HR policies across subsidiaries with allowing flexibility for different business and cultural settings. IHRM considers three dimensions: human resource activities in different countries, types of employees from host, home, or third countries, and reconciling HR practices between these countries. Theoretical models of IHRM include the matching, Harvard, contextual, 5P, and European models which approach IHRM from different perspectives like resources, stakeholders, external context, and constraints.
In this thesis, leadership is tested by looking at the influence from cultural dimensions. This cultural influence is on the preference of leadership and the managing of conflicts.
In the Eye of the BeholderCross Cultural Lessons in Leaders.docxjaggernaoma
In the Eye of the Beholder:
Cross Cultural Lessons in Leadership from Project GLOBE
Mansour Javidan, Peter W. Dorfman, Mary Sully de Luque, and Robert J. House*
Executive Overview
Global leadership has been identified as a critical success factor for large multinational corporations. While
there is much writing on the topic, most seems to be either general advice (i.e., being open minded and
respectful of other cultures) or very specific information about a particular country based on a limited case
study (do not show the soles of your shoes when seated as a guest in an Arab country). Both kinds of
information are certainly useful, but limited from both theoretical and practical viewpoints on how to lead
in a foreign country. In this paper, findings from the Global Leadership and Organizational Behavior
Effectiveness (GLOBE) research program are used to provide a sound basis for conceptualizing worldwide
leadership differences. We use a hypothetical case of an American executive in charge of four similar teams
in Brazil, France, Egypt, and China to discuss cultural implications for the American executive. Using the
hypothetical case involving five different countries allows us to provide in-depth action oriented and
context specific advice, congruent with GLOBE findings, for effectively interacting with employees from
different cultures. We end the paper with a discussion of the challenges facing global executives and how
corporations can develop useful global leadership capabilities.
Impact of Globalization
A
lmost no American corporation is immune
from the impact of globalization. The reality
for American corporations is that they must
increasingly cope with diverse cross-cultural em-
ployees, customers, suppliers, competitors, and
creditors, a situation well captured by the follow-
ing quote.
So I was visiting a businessman in downtown Jakarta the
other day and I asked for directions to my next appointment.
His exact instructions were: Go to the building with the
Armani Emporium upstairs—you know, just above the
Hard Rock café—and then turn right at McDonalds. “I just
looked at him and laughed, “Where am’ I?”
Thomas Friedman, New York Times, July 14, 1997
Notwithstanding Tom Friedman’s astonishment
about the global world in Jakarta, the fact is that
people are not generally aware of the tremendous
impact that national culture has on their vision
and interpretation of the world. Because culture
colors nearly every aspect of human behavior, a
working knowledge of culture and its influences
can be useful to executives operating in a multi-
cultural business environment. It is a truism by
now that large corporations need executives with
global mindsets and cross-cultural leadership abil-
ities. Foreign sales by multinational corporations
have exceeded $7 trillion and are growing 20
percent to 30 percent faster than their sales of
exports.1 But while the importance of such busi-
ness grows, 85 percent of Fortune 500 companies
have repo.
An Investigation on Self-Initiated Expatriation: Comparison with Traditional ...paperpublications3
This document provides an overview of a research paper that investigates self-initiated expatriation and compares it to traditional expatriation in the context of human resource management. It defines self-initiated expatriates as individuals who move to another country for work or living without being assigned by a company. The research aims to distinguish between self-initiated expatriates and traditional expatriates, compare their motivations and challenges, and examine how they can achieve successful expatriation with HR support. It outlines the objectives, research questions, and chapter structure and provides an introduction to the literature review on self-initiated expatriates and why they are becoming increasingly significant in filling international talent gaps.
This document summarizes a research study on conflicts in multicultural teams. The study investigated how cultural values influence conflicts in multicultural teams and impact team performance. Primary data was collected through interviews with managers and team members from various companies in Sweden. Cultural theories on dimensions of culture and approaches to handling conflicts were analyzed. The findings showed that cultural training and awareness of other cultures can help address conflicts influenced by cultural differences and improve multicultural team efficiency. Negotiating realities to find solutions agreeable to all cultures was found more effective than traditional North American conflict resolution approaches.
This document discusses a study that examines human resource management (HRM) practices in subsidiaries of US, Japanese, and German multinational corporations (MNCs). The study aims to disentangle the effects of country of origin, localization, and dominance on HRM practices. It reviews debates on convergence vs divergence of management practices and standardization vs localization within MNCs. The study finds that for Japanese and German subsidiaries, HRM practices converge to dominant US practices rather than reflecting country of origin or localization effects, suggesting convergence in this function despite its local nature.
This document summarizes a research paper that examines human resource management (HRM) practices in subsidiaries of US, Japanese, and German multinational corporations. The paper aims to test the extent that HRM practices are influenced by the country of origin, localization effects of the host country, or dominance effects of perceived best practices. The researchers analyzed HRM practices in headquarters and subsidiaries across the US, Japan, and Germany to disentangle the influences of country of origin, localization, and dominance effects. They found dominance effects were most important for Japanese and German subsidiaries, whose practices converged to US practices. For US subsidiaries, localization effects were more significant. This suggests even localized functions like HRM show signs of convergence
Human Resource Management in Hospitality Multinational Enterprises: An Empiri...IOSR Journals
This document discusses human resource management practices in hospitality multinational enterprises operating in India. It begins with an introduction on the growth of multinational enterprises globally and their presence in emerging markets like India. It then reviews literature on factors that influence the human resource management practices adopted by foreign multinational subsidiaries operating in a host country, including pressures for standardization versus localization. The study aims to compare the HRM practices of Indian hospitality MNEs to foreign hospitality MNEs operating in India and examine how practices are influenced by firm-specific factors like nationality, size, and industry. It hypothesizes that HRM practices will remain aligned with the local cultural environment and diverge from practices in foreign MNE subsidiaries.
This document summarizes a journal article about the challenges of managing expatriates in multinational organizations. It discusses how expatriation has evolved from filling skills gaps to gaining strategic global expertise. While selection, training, performance management, and repatriation are important for expatriate success, challenges remain in integrating outsiders into new cultures and balancing global consistency with local diversity. Specifically, cultural adjustment, family issues, lack of training, isolation, differing labor laws, and imposing a strong corporate culture can all lead to problems. The article examines practices that may help, such as cross-cultural training, clarifying goals, mentoring, and creating a psychologically safe environment for diverse workforces.
This document summarizes a journal article about the challenges of managing expatriates in multinational organizations. It discusses how expatriation has evolved from filling skills gaps to gaining strategic global expertise. While selection, training, performance management, and repatriation are important for expatriate success, challenges remain in integrating outsiders into new cultures and balancing global consistency with local diversity. Specifically, cultural adjustment, family issues, isolation, differing labor laws, lack of training, and imposing a strong corporate culture can all lead to problems. The article examines these challenges and calls for improved expatriate management practices.
You have asked people to rate a product on a 1 to 10 scale. You ha.docxjeffevans62972
You have asked people to rate a product on a 1 to 10 scale. You have divided your results into two samples: people from urban areas, and people from rural areas. You wish to show that there is a difference between the two groups in how they rate the product. You have no prior belief about which will be more than the other, however. The appropriate statistical test in Excel produces the results shown below. Answer these questions:
(a) State the null hypothesis and the alternative hypothesis. Be sure it is clear which you are saying is the null and which is the alternative.
(b) Which statistical test is appropriate? [Your choices are one mean, one proportion, two means for related samples, two means for independent samples, or two proportions]
(c) Can you conclude that there is a difference between the two groups? Explain why or why not.
Introduction
Global leaders are a rising class of leaders that are capable of working in universal and global connections. Introductory exploration demonstrates that global leaders are a remarkable breed with identifiable attributes (Mendenhall, 2013). They have a particular interest in the world and enthusiasm for individuals is not the same as themselves. This hobby motivates visionary activities and associations that encompass national limits. Besides, genuine global leadership perceives the effect of their activities on surrounding groups and the entire society. They comprehend that individual success is subordinate upon the thriving of others and that they assume a part in changing their organizations, as well as the social orders in which they work. Osland, Oddou, Bird, & Osland, (2013) Shows worldwide pioneers conceived, as well as can make. Global leadership gets to be who they are by developing specific methods for taking a gander at the world, contemplating issues and opportunities and acting with respectability in a quest for arrangements. Research demonstrates that global pioneers offer three typical qualities: they have a collective mentality that permits them to unite cross-culture over limits, they are international business people headed to make new solutions and seize opportunities, and they are universal nationals enlivened to add to the groups they touch. Initiative in a various and multicultural environment: creating mindfulness, learning, and abilities (Caligiuri, & Tarique, 2012).
Over the previous decade, global and residential associations have perceived the essential requirement for their leaders to wind up skillful in culturally diverse connections. The move to a worldwide economy and the expanding expansion of the workforce in the United States bolster the progressing requirement for exploration and preparing here. Capable multicultural leaders are vital to an association's accomplishment in the global business sector. Mendenhall, (2013) gave a content understudies in administration or business and can likewise be valuable to differ qualities and improve the diplomatic skill of a.
Global leadership can be considered as emerging. The emerging natu.docxwhittemorelucilla
Global leadership can be considered as emerging. The emerging nature of global leadership has attracted numerous inputs from diverse and multidisciplinary dimensions. The growth in interest in global leadership can serve as a curse or as a blessing to its promising but young and relatively naïve and open field. Per a review of the literature on global leadership, various distinctions point to the understanding that cultural dynamic involving multiculturalism, cross-cultural, intercultural, and cultural differences are critical to the understanding and advancement of global leadership towards global leadership competencies, effectiveness and so forth. As such, this understanding is expected to underscore the conceptualization and practice of global leadership going forward.
New Meanings in Global Leadership Competence: Discovering Approaches of Conceptualizing and Operationalizing Multicultural Leadership in Global Occupational Settings
Cultural dynamic-cultural diversity, intercultural, cross-cultural, and multicultural-is increasing in its criticality towards global leadership competencies and effectiveness (Mendenhall, Osland, Bird, Oddou, & Maznevski, 2008). Leaders within organizations oriented towards multiculturalism are expected to be multiculturally competent (Canen, & Canen, 2008). These leaders are, for example, required to be multiculturally accountable towards the institutionalizing of cultural flexibility and diversity (Canen, & Canen, 2008). Moreover, multiculturally competent leadership has been identified as a potential source of conflict management in organizations (Canen, & Canen, 2008). Globally oriented companies are also cautioned to consider as critical and integral to their efforts multicultural leadership (Muna, 2011) if they intend to sustain their global competitive advantage since “multicultural leaders are cosmopolitan and worldly, they have acquired the cultural sensitivity necessary to bridge cultures (even when working within the same country) and can conduct business effectively across national borders” (Muna, 2011, p. 90). In addition to the criticality of effective global leadership to the success of global organizations (Butler, Zander, Mockaitis, & Sutton, 2012; Tung & Varma, 2008, as cited in Lisak & Erez, 2015: Mendenhall et al., 2008) leaders who develop the potential to emerge within a multicultural occupational settings or teams are seen to be more oriented towards global identity, cultural diversity, and cultural intelligence (Lisak & Erez, 2015). Regarding stakeholder issues in organizations, there has arisen the need to manage ethnocentrism and ethnorelativism challenges via ethnopluralism (Snaiderbaur, 2012).
The developments highlighted above are a few of the vast array of growing developments associated with the undeniable growth in stature and impact of globalization and multinational organizations that increasingly pose emerging challenges to leadership and management and ...
A Framework For Comparative Institutional Research On HRMJames Heller
This document presents a framework for comparative institutional research on human resource management (HRM). It argues that most influential HRM research lacks consideration of external context. The framework is based on economic institutional theory and aims to bring context back into HRM research. It validates the framework using existing publications on institutionally based comparative HRM from 2007-2017. The framework considers how national institutions shape HRM practices in organizations operating across countries. It argues this approach reflects the reality faced by HRM practitioners more than existing context-free research.
21 organization development in global settingsArchith Nathan
Organization development (OD) is now a global practice due to the expansion of organizations internationally. Hofstede developed a framework of cultural dimensions based on research with IBM employees in 40 countries. His dimensions include power distance, uncertainty avoidance, individualism vs collectivism, masculinity vs femininity, long-term vs short-term orientation. Organizations operate with international, global, multinational, or transnational orientations depending on their product standardization and responsiveness to local markets. OD helps organizations address cross-cultural issues and implement their global strategy through interventions like training, team building, and strategic planning.
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.
IMS MBA & BBA PYQ Master file of Institute of Management Sciences Lucknow Uni...UtkarshSingh600554
IMS MBA & BBA PYQ Master file of Institute of Management Sciences Lucknow University,
The Institute of Management Sciences at Lucknow University is a highly reputed institution offering management programs at both undergraduate and postgraduate levels. The curriculum is designed to equip students with a strong foundation in various management concepts and practices. The faculty at the institute comprises experienced and knowledgeable professionals with expertise in different areas of management.
The institute offers various specializations such as Marketing, Finance, Human Resource Management and International Business. Apart from classroom teaching, the institute also provides opportunities for students to gain practical experience through internships, industry visits and workshops.
The institute has a well-equipped library and state-of-the-art classrooms and computer labs. The campus also boasts of facilities like a sports complex, hostels, and cafeteria.
Overall, the Institute of Management Sciences at Lucknow University is an excellent choice for management aspirants looking for a quality education in an academic environment that fosters holistic growth and development.
International marketing refers to the process of promoting and selling products or services to customers in different countries. It involves understanding the cultural, economic, and political differences of various markets and developing marketing strategies accordingly. Here are a few key points about international marketing:
Market Research: Conducting thorough market research is crucial to identify target markets, understand consumer behavior, and assess competition in different countries.
Adaptation vs. Standardization: Companies must decide whether to adapt their marketing strategies to suit local preferences or maintain a standardized approach across different markets.
Cultural Considerations: Cultural differences play a significant role in international marketing. Companies need to tailor their products, messaging, and promotional activities to align with local customs, beliefs, and values.
Distribution Channels: Choosing the appropriate distribution channels is essential for successful international marketing. Companies must consider factors such as infrastructure, logistics, and local market practices.
Pricing Strategies: Pricing decisions should consider factors like local purchasing power, competition, and economic conditions in each market. Companies may adopt different pricing strategies based on market dynamics.
Legal and Regulatory Compliance: International marketing requires adherence to various legal and regulatory frameworks, including trade policies, intellectual property rights, labeling requirements, and advertising regulations.
For further reading on international marketing, you can refer to the following resources:
World Trade Organization (WTO) - International Trade and Market Access: https://www.wto.org/
International Marketing - Boundless Business: https://courses.lumenlearning.com/boundless-business/chapter/international-marketing/
International Marketing - Investopedia: https://www.investopedia.com/terms/i/international-marketing.asp
International Marketing - QuickMBA: https://www.quickmba.com/marketing/international/
Please note that international marketing is not a code-related question, so there is no specific code to provide in this context.
There are many factors that can affect an individual's behavior, including their, culture, upbringing, and environmental factors. Personality plays a crucial role in shaping behavior, where certain traits such as extraversion, agreeableness, neuroticism, conscientiousness and openness to experience can affect how an individual interacts with others. Additionally, cultural and upbringing factors can play a significant role, where individuals may exhibit behaviors that are more in line with their cultural norms or values. For example, individuals from collectivist cultures may prioritize group harmony and conformity, while those from individualistic cultures may prioritize personal achievement and autonomy.
Environmental factors such as social pressures and physical surroundings can also impact individual behavior. Social pressure can encourage individuals to conform to group norms and expectations, while physical surroundings can influence behavior, such as noise, temperature or lighting can affect mood and behavior as well. Additionally, an individual's past experiences, emotional state, and cognitive processes can all contribute to how they behave in different situations. Understanding the factors
FREE German Language Notes in Hindi
Learning a new language can be overwhelming, but having clear and organized notes can make a big difference. If you're studying German, it's important to have notes that are easy to read and understand. Some key things to include are grammar rules, vocabulary words, and common expressions. You may also want to include sample sentences to help you practice using the language in context.
One helpful strategy is to color-code your notes. For example, you could use red for nouns, blue for verbs, and green for adjectives. This will make it easier to quickly identify different parts of speech. Another useful tip is to draw visual aids, such as charts or diagrams, to help you remember complex grammar rules.
Finally, don't forget to review your notes regularly. Even if you feel like you understand topic, reviewing it again will help cement it in your memory. Consider setting aside a few minutes each day to review your notes and practice speaking or writing in German. With time and practice, you
Organizational Development (OD) interventions refer to a set of planned and systematic activities intended to improve an organization's effectiveness and health. The application of OD interventions is crucial to ensure that an organization can adapt to changes in the internal and external environment. There are various types of OD interventions that organizations can apply, such as team building activities, leadership workshops, culture change programs, and performance management systems.
Team building activities are useful in developing and improving interpersonal relationships within teams, while leadership workshops aim to enhance the leadership skills of managers to effectively guide their teams. Culture change programs are effective in facilitating organizational change, while performance management systems help align individual efforts with organizational goals.
Overall, OD interventions are essential in ensuring that an organization continuously improves and adapts to changes in the environment. Therefore, organizations should prioritize the application of OD interventions to enhance their performance, productivity, and overall effectiveness.
International marketing channels are the different ways in which a company can distribute its products and services to customers in different countries. The main purpose of international marketing channels is to enable companies to reach customers across the globe while managing costs and risks associated with international trade.
There are several types of international channels, including direct and indirect channels. Direct channels involve selling products or services directly to customers through e-commerce or physical stores, while indirect channels involve using intermediaries such as distributors, wholesalers, or agents.
The choice of international marketing channels usually depends on several factors, such as the product type, market structure, and customers’ preferences. Companies must also consider the cultural, legal, and political differences across countries to ensure compliance with international trade regulations.
Overall, effective international marketing channels can help companies build sustainable relationships with customers in different countries. By identifying the best channels, businesses can achieve growth and profitability while reaching a broader market.
An export market plan outlines the strategy a company will use to expand their business beyond their domestic market. The plan should begin with a thorough analysis of the potential international market(s) to enter, including market size, growth rate, competition, and cultural factors. From there, a company should focus on defining and positioning their product or service for the target market, as well as identifying any necessary modifications or adaptations,
International marketing and exporting strategy are important for businesses to achieve success in the global market. An export market plan is a crucial component in effectively expanding a company’s reach beyond domestic borders. To develop an effective export market plan, businesses need to conduct thorough market research to identify market trends, opportunities, and challenges.
The next step is to identify target markets and determine the most effective marketing channels to reach them. Companies must consider cultural and language differences, regulatory requirements, and logistics when deciding on the best export market entry strategy. This may involve partnering with local distributors or agents, establishing a foreign subsidiary or building direct relationships with customers.
To ensure success in the export market, it is essential for businesses to maintain a flexible and adaptable approach, continuously monitoring market changes and adjusting strategies accordingly. Additionally, companies must prioritize clear and consistent communication with all stakeholders involved in the export process.
Overall, a well-executed export market plan can open up new opportunities for businesses to grow and diversify their revenue streams while also contributing to.
The document is an export market plan presentation for Best For You Organics Company. It includes an overview of the company and objectives of the plan. It assesses the company's international readiness in areas like management commitment, product readiness, and financial readiness. It also includes analyses of the company's products and customers, the industry and target markets, as well as domestic and international competition. Finally, it proposes market entry strategies, analyzes target markets in depth, and provides a schedule of activities to implement the export marketing plan.
SAFTA stands for the South Asian Free Trade Area. It is an agreement among the member countries of the South Asian Association for Regional Cooperation (SAARC) to promote and enhance economic cooperation and trade within the region. The member countries of SAFTA include Afghanistan, Bangladesh, Bhutan, India, Maldives, Nepal, Pakistan, and Sri Lanka.
The main objective of SAFTA is to gradually eliminate tariffs and non-tariff barriers on most goods traded between the member countries. It aims to encourage regional trade, boost economic growth, and enhance the welfare of the people in the South Asian region.
Tux Mobile is launching a new battery case called TUX for the iPhone to address battery issues. TUX will provide 12 hours of extra battery backup and up to 5000mAh capacity. It will charge the phone and itself simultaneously through the lightning port. The manufacturing will be outsourced to a partner in China and sold through their own ecommerce website as well as other online platforms. Social media marketing will be used to promote the product. Orders will be fulfilled by logistics partners and customers can return the product within 30 days for a full refund.
Social marketing is used to develop activities that aim to change people's behaviors in ways that benefit society. It determines what types of people and behaviors to focus on and how to measure progress. The marketing strategies are implemented to develop products and services that fit people's needs and motivations. Social marketing programs have a chance of success by using psychological and environmental approaches. Government, non-profits, and businesses can work together using social marketing to provide evidence of sustained behavior change.
ASEAN was created on August 8, 1967 and has 10 member countries: Brunei, Cambodia, Indonesia, Laos, Malaysia, Myanmar, Philippines, Singapore, Thailand, and Vietnam. It was preceded by ASA, formed in 1961 with 3 founding members. ASEAN was motivated by fears of communism and a desire for economic development. Its fundamental principles include mutual respect for sovereignty, non-interference in internal affairs, peaceful dispute resolution, and renunciation of force.
1. Valentine's Day 2007 caused a major operational crisis for JetBlue Airways when a winter storm hit the New York area and JetBlue's hub airport. Hundreds of passengers were stranded on planes on the tarmac for up to 10 hours, and hundreds more waited in vain at the terminal as over 1,000 flights were cancelled in the following six days.
2. Key factors that caused the crisis included JetBlue's fast growth, lean cost structure with no cancellation system or emergency response plan, incompetent weather forecasting, and reliance on its strong customer service reputation without systems to handle a crisis.
3. After the crisis, JetBlue took steps to win back customers like establishing a Customer Bill of Rights
This document outlines a business plan for a startup company called Cuppamania that sells self-stirring mugs. The summary is:
1) Cuppamania is registered as a company in Lucknow, India and plans to target working and middle class drinkers.
2) Their self-stirring mugs have larger batteries, a rubber-like stirring blade, and keep drinks thermally insulated.
3) The startup requires 500,000 rupees initially for expenses like legal fees, advertising, and inventory. Production costs are estimated at 340,000 rupees for the first 1,000 mugs.
This document discusses various aspects of strategy implementation and control, including developing programs, budgets, procedures, and implementing strategy through organizational structure, values, and culture using frameworks like McKinsey's 7S model. It also covers performance measurement using balanced scorecards, management and control tools like activity-based costing, managing strategic change, and reasons why strategies fail.
This document discusses various aspects of strategy implementation and control, including developing programs, budgets, procedures, and implementing strategy through organizational structure, values, and culture using frameworks like McKinsey's 7S model. It also covers performance measurement using balanced scorecards, management and control tools like activity-based costing, managing strategic change, and reasons why strategies fail.
This document provides information on benchmarking and Total Quality Management (TQM) practices. It discusses benchmarking as a process of systematically searching for best practices and comparing a company's performance to top performers. The benchmarking process involves deciding what to benchmark, understanding current performance, planning benchmarking studies, studying other organizations, learning from data collected, and using findings to improve. Quality Function Deployment (QFD) and Taguchi Methods are also introduced as important TQM practices for linking customer requirements to product development and designing robust processes.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Rally Webinar Recruitment Marketing for High Volume Hiring.pdf
International HRM.pdf
1. 8
International HRM
Key concepts and terms
Convergence
•
Globalization
•
Host-based pay
•
Divergence
•
Home-based pay
•
On completing this chapter you should be able to define these key concepts.
You should also know about:
Learning outcomes
The meaning of international
•
HRM
The impact of globalization
•
Factors affecting the choice
•
between convergence and
divergence
Managing expatriates
•
Issues in international HRM
•
International environmental and
•
cultural differences
Global HR policies
•
150
2. International HRM 151
Introduction
It has been stated by Brewster et al (2005) that:‘A critical challenge for organizations from both
the public and private sectors in the twenty-first century is the need to operate across national
boundaries.’ In this chapter consideration is given to how organizations respond to this chal-
lenge through the practice of international HRM. The chapter includes a definition of interna-
tional HRM, an examination of the issues involved in international HRM, the practice of
global HRM and the management of expatriates.
International HRM defined
International human resource management is the process of managing people across interna-
tional boundaries by multinational companies. It involves the worldwide management of
people, not just the management of expatriates.
Companies that function globally comprise international and multinational firms.
International firms are those where operations take place in subsidiaries overseas that rely
on the business expertise or manufacturing capacity of the parent company; they may be
highly centralized with tight controls. Multinational firms are ones in which a number of
businesses in different countries are managed as a whole from the centre; the degree of
autonomy they have will vary.
Dr Michael Dickman of the Cranfield School of Management, as reported by Welfare (2006),
believes that the main contrast between national and global HR practice is the need to see the
bigger picture:‘The difference is the higher complexity and the need for sensitivity to different
cultures and different business environments.’ He stated that understanding the local context
is key and an international HR person needs to be asking questions such as: What is the busi-
ness environment here? What is the role of the trade unions? What is the local labour law? Are
these people different? Are their motivation patterns different?
Issues in international HRM
There are a number of issues that specifically affect the practice of international as distinct
from domestic HRM. These are the impact of globalization, the influence of environmental
and cultural differences, the extent to which HRM policy and practice should vary in different
countries (convergence or divergence), and the approaches used to employ and manage
expatriates.
3. 152 Human Resource Management
Globalization
Globalization is the process of international economic integration in worldwide markets. It
involves the development of single international markets for goods or services accompanied
by an accelerated growth in world trade.
Any company that has economic interests or activities extending across a number of interna-
tional boundaries is a global company. This involves a number of issues not present when the
activities of the firm are confined to one country. As Ulrich (1998) put it: ‘Globalization
requires organizations to move people, ideas, products and information around the world to
meet local needs.’
The distinction between international and global HRM, Brewster et al
(2005)
Traditionally, international HR has been about managing an international
workforce – the higher level organizational people working as expatriates, fre-
quent commuters, cross-cultural team members and specialists involved in
international knowledge transfer. Global HRM is not simply about these staff.
It concerns managing all HRM activities, wherever they are, through the appli-
cation of global rule sets.
SOURCE
REVIEW
Bartlett and Ghoshal (1991) argue that the main issue for multinational companies is the need
to manage the challenges of global efficiency and multinational flexibility – ‘the ability of an
organization to manage the risks and exploit the opportunities that arise from the diversity
and volatility of the global environment’.
Research conducted over a number of years by Brewster and Sparrow (2007) has shown that
the nature of international human resource management is changing fast. Among some of the
larger international organizations, these changes have created a completely different approach
to international human resource management,one we have dubbed‘globalized HRM’.Whereas
international human resource management has tended to operate in the same way as local
HRM but on a wider scale, globalized HRM exploits the new technologies available to manage
all the company’s staff around the world in the same way that it has traditionally managed staff
in the home country.
4. International HRM 153
Environmental differences
Environmental differences between countries have to be taken into account in managing glo-
bally. As described by Gerhart and Fang (2005), these include ‘differences in the centrality of
markets, institutions, regulations, collective bargaining and labour-force characteristics’. For
example: in Western Europe, collective bargaining coverage is much higher than in countries
like the United States, Canada and Japan. Works councils are mandated by law in Western
European countries like Germany, but not in Japan or the United States. In China, Eastern
Europe and Mexico, labour costs are significantly lower than in Western Europe, Japan and the
United States.
Cultural differences
Cultural differences must also be taken into account. Hiltrop (1995) noted the following HR
areas that may be affected by national culture:
decisions of what makes an effective manager;
•
giving face-to-face feedback;
•
readiness to accept international assignments;
•
pay systems and different concepts of social justice;
•
approaches to organizational structuring and strategic dynamics.
•
The significance of cultural differences was the influential message delivered by Hofstede
(1980, 1991). He defined culture as ‘the collective mental programming of people in an envi-
ronment’, referred to cultural values as broad tendencies ‘to prefer certain states of affairs over
others’, and described organizations as‘culture-bound’. Using worldwide data on IBM employ-
ees he identified four national cultural dimensions: uncertainty avoidance, masculinity/femi-
ninity, power distance and individualism/collectivism.
One of the conclusions Hofstede reached was that the cultural values within a nation are sub-
stantially more similar than the values of individuals from different nations. This has been
taken up by subsequent commentators such as Adler (2002) who claimed that Hofstede’s study
explained 50 per cent of the difference between countries in employees’ attitudes and behav-
iours.But this view has been challenged by Gerhart and Fang (2005).They subjected Hofstede’s
findings to further analysis and established that at the level of the individual as distinct from
the country, only 2 to 4 per cent was explained by national differences and that therefore
‘Hofstede’s study should not be interpreted as showing that national culture explains 50 per
cent of behaviours’.They also established from Hofstede’s data that culture varies more between
organizations than countries. In their view, cross-country cultural differences, while real, have
been over-estimated and may well pale in importance when compared with other unique
5. 154 Human Resource Management
country characteristics when it comes to explaining the effectiveness of HR practices. But they
accepted that national culture differences can be critical and that insensitivity to national
culture differences can and does result in business failure (as well as failure and career conse-
quences for individual managers.
On the basis of research conducted in 30 multinational companies by the Global HR Research
Alliance (the Judge Business School, University of Cambridge and Cornell, Insead, Erasmus
and Tilburg Universities) Stiles (2007) commented that ‘while national cultural differences
were not unimportant, organizational culture actually had more influence on HR practice’.
The conclusion from the research was that: ‘To think there is one best way to manage human
resources is simplistic and wrong, but the variation and contextualization of HR, at least for
the companies we studied, owes little to national culture.’
Convergence and divergence
According to Brewster et al (2002) the effectiveness of global HRM 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.
Convergence and divergence issues, Perkins and Shortland (2006)
Strategic choices surrounding employment relationships may be influenced
primarily by ‘home country’ values and practices. But those managing opera-
tions in one or a range of host country environments face the challenge of
transplanting ‘ethnocentric’ principles, justifying the consequential policies
and practices in their interactions with local managers, other employees and
external representatives.
SOURCE
REVIEW
There is a natural tendency for managerial traditions in the parent company to shape the
nature of key decisions, but there are strong arguments for giving as much local autonomy as
possible in order to ensure that local requirements are sufficiently taken into account. Hence
the mantra‘Think globally but act nationally.’ This leads to the fundamental assumption made
6. International HRM 155
by Bartlett and Ghoshal (1991) that: ‘Balancing the needs of coordination, control and auton-
omy and maintaining the appropriate balance are critical to the success of the multinational
company.’ As Brewster et al (2005) point out:
Where global integration and coordination are important, subsidiaries need to be glo-
bally integrated with other parts of the organization and/or strategically coordinated
by the parent. In contrast, where local responsiveness is important, subsidiaries will
have far greater autonomy and there is less need for integration.
Brewster (2004) believes that convergence may be increasing as a result of the power of the
markets, the importance of cost, quality and productivity pressures, the emergence of transac-
tion cost economies, the development of like-minded international cadres and benchmarking
‘best practice’. Stiles (2007) notes that common practices across borders may be appropriate:
‘Organizations seek what works and for HR in multinational companies, the range of options
is limited to a few common practices that are believed to secure high performance.’ Brewster et
al (2005) think that it is quite possible for some parts of an HR system to converge while other
parts may diverge. But there is choice and they have listed the following factors affecting it.
Factors affecting the choice between convergence and divergence,Harris and
Brewster (1999)
The extent to which there are well-defined local norms.
•
The degree to which an operating unit is embedded in the local
•
environment.
The strength of the flow of resources – finance, information and people
•
– between the parent and the subsidiary.
The orientation of the parent to control.
•
The nature of the industry – the extent to which it is primarily a domes-
•
tic industry at local level.
The specific organizational competencies, including HRM, that are crit-
•
ical for achieving competitive advantage in a global environment.
SOURCE
REVIEW
Dickmann, as reported by Welfare (2006), instanced organizations such as IBM and Oxfam
that operate a model based on universal principles or values across the organization that are
then implemented differently at regional or national level. He suggested that the extent of inte-
gration or convergence depends on the business model of the organization:
7. 156 Human Resource Management
If the company is basically a McDonald’s, where there are only limited local variations
but the product is essentially the same all over the world, then the approach is likely to
be different to a company like Unilever, whose products and processes tend to be much
more responsive to the local market.
Global HR policies and practices
The research conducted by Brewster et al (2005) identified three processes that constitute
global HRM: talent management/employee branding,international assignments management,
and managing an international workforce. They found that organizations such as Rolls Royce
had set up centres of excellence operating on a global basis. They observed that global HR pro-
fessionals are acting as the guardians of culture, operating global values and systems.
It was established by the Global HR Research Alliance study (Stiles, 2007) that global HR poli-
cies and practices were widespread in the areas of maintaining global performance standards,
the use of common evaluation processes, common approaches to rewards, the development of
senior managers, the application of competency frameworks and the use of common perform-
ance management criteria.
Generally the research has indicated that while global HR policies in such areas as talent man-
agement, performance management and reward may be developed, communicated and sup-
ported by centres of excellence, often through global networking, a fair degree of freedom has
frequently been allowed to local management to adopt their own practices in accordance with
the local context as long as in principle these are consistent with global policies.
Managing expatriates
Expatriates are people working overseas on long- or short-term contracts who can be nation-
als of the parent company or ‘third country nationals’ (TCNs) – nationals of countries other
than the parent company who work abroad in subsidiaries of that company.
The management of expatriates is a major factor determining success or failure in an interna-
tional business. Expatriates are expensive; they can cost three or four times as much as the
employment of the same individual at home. They can be difficult to manage because of the
problems associated with adapting to and working in unfamiliar environments, concerns
about their development and careers, difficulties encountered when they re-enter their parent
company after an overseas assignment, and how they should be remunerated. Policies to
address all these issues are required, as described below.
8. International HRM 157
Resourcing policies
The challenge is that of resourcing international operations with people of the right calibre.As
Perkins (1997) observes,it is necessary for businesses to‘remain competitive with their employ-
ment offering in the market place, to attract and retain high quality staff with worldwide
capabilities’.
Policies are required on the employment of local nationals and the use of expatriates for long
periods or shorter assignments. The advantages of employing local nationals are that they:
are familiar with local markets, the local communities, the cultural setting and the local
•
economy;
speak the local language and are culturally assimilated;
•
can take a long-term view and contribute for a long period (as distinct from expatriates
•
who are likely to take a short-term perspective);
do not take the patronizing (neo-colonial) attitude that expatriates sometimes adopt.
•
Expatriates may be required to provide the experience and expertise that local nationals lack,
at least for the time being. But there is much to be said for a long-term resourcing policy that
states that the aim is to fill all or the great majority of posts with local people. Parent compa-
nies that staff their overseas subsidiaries with local nationals always have the scope to ‘para-
chute in’ specialist staff to deal with particular issues such as the start-up of a new product or
service.
Recruitment and selection policies
Policies for recruitment and selection should deal with specifying requirements, providing
realistic previews and preparation for overseas assignments.
Role specifications
Role specifications should take note of the behaviours required for those who work interna-
tionally. Leblanc (2001) suggested that they should be able to:
recognize the diversity of overseas countries;
•
accept differences between countries as a fact and adjust to these differences effectively;
•
tolerate and adjust to local conditions;
•
cope in the long term with a large variety of foreign contexts;
•
manage local operations and personnel abroad effectively;
•
9. 158 Human Resource Management
gain acceptance as a representative of one’s company abroad;
•
obtain and interpret information about foreign national contexts (institutions, legisla-
•
tions, practices, market specifics, etc);
inform and communicate effectively with a foreign environment about the home com-
•
pany’s policies;
take into account the foreign environment when negotiating contracts and partnerships;
•
identify and accept adjustments to basic product specifications in order to meet the
•
needs of the foreign market;
develop elements of a common framework for company strategies, policies and
•
operations;
accept that the practices that will operate best in an overseas environment will not nec-
•
essarily be the same as the company’s ‘home’ practices.
Realistic previews
At interviews for candidates from outside the organization, and when talking to internal staff
about the possibility of an overseas assignment, it is advisable to have a policy of providing a
realistic preview of the job. The preview should provide information on the overseas opera-
tion, any special features of the work, what will need to be done to adjust to local conditions,
career progression overseas, re-entry policy on completion of the assignment, pay, and special
benefits such as home leave and children’s education.
Preparation policy
The preparation policy for overseas assignments should include the provision of cultural
familiarization for the country/ies in which the expatriate will work (sometimes called ‘accul-
turization’), the preferred approach to leading and working in international teams, and the
business and HR policies that will apply.
Training policy
Tarique and Caligiri (1995) propose that the following steps should be taken to design a train-
ing programme for expatriates:
1. Identify the type of global assignment, eg technical, functional, tactical, developmental or
strategic/executive.
2. Conduct a cross-cultural training needs analysis covering organizational analysis and
requirements, assignment analysis of key tasks and individual analysis of skills.
10. International HRM 159
3. Establish training goals and measures – cognitive (eg understanding the role of cultural
values and norms) and affective (modifying perception about culture and increasing con-
fidence in dealing with individual behaviours to form adaptive behaviours such as inter-
personal skills).
4. Develop the programme – the content should cover both general and specific cultural ori-
entation; a variety of methods should be used.
5. Evaluate training given.
Career management policy
Special attention has to be paid to managing the careers of expatriates as part of their experi-
ence overseas, or on return permanently or for a period to their home country.
Assimilation and review policies
Assimilation policies will provide for the adaptation of expatriates to overseas posts and their
progress in them to be monitored and reviewed. This may take the form of conventional per-
formance management processes but additional information may be provided on potential
and the ability of individuals to cope with overseas conditions. Where a number of expatriates
are employed it is customary for someone at headquarters to have the responsibility of looking
after them.
Re-entry policies
Re-entry policies should be designed to minimize the problems that can arise when expatriates
return to their parent company after an overseas posting. They want to be assured that they
will be given positions appropriate to their qualifications, and they will be concerned about
their careers, suspecting that their overseas experience will not be taken into account. Policies
should allow time for expatriates to adjust. The provision of mentors or counsellors is
desirable.
Pay and allowances policies
The factors that are likely to impact on the design of reward systems, as suggested by Bradley
et al (1999) are the corporate culture of the multinational enterprise, expatriate and local
labour markets, local cultural sensitivities and legal and institutional factors. They refer to the
choice that has to be made between seeking internal consistency by developing common
reward policies to facilitate the movement of employees across borders and preserve internal
equity, and responding to pressures to conform to local practices. But they point out that:
‘Studies of cultural differences suggest that reward system design and management need to be
11. 160 Human Resource Management
tailored to local values to enhance the performance of overseas operations.’ Although, as
Sparrow (1999) asserts: ‘Differences in international reward are not just a consequence of cul-
tural differences, but also of differences in international influences, national business systems
and the role and competence of managers in the sphere of HRM.’
The policy of most organizations is to ensure that expatriates are no worse off because they
have been posted abroad. In practice, various additional allowances or payments, such as hard-
ship allowances, mean that they are usually better off financially than if they had stayed at
home. The basic choice for expatriates is whether to adopt a home-based or host-based
policy.
Home-based pay
The home-based pay approach aims to ensure that the value of the remuneration (pay, benefits
and allowances) of expatriates is the same as in their home country. The home-base salary may
be a notional one for long-term assignments (ie the salary that it is assumed would be paid to
expatriates were they employed in a job of equivalent level at the parent company).For shorter-
term assignments it may be the actual salary of the individual. The notional or actual home-
base salary is used as the foundation upon which the total remuneration package is built. This
is sometimes called the ‘build-up’ or ‘balance sheet’ approach.
The salary ‘build-up’ starts with the actual or notional home-base salary. To it is added a cost
of living adjustment that is applied to‘spendable income’ – the portion of salary that would be
used at home for everyday living. It usually excludes income tax, social security, pensions and
insurance and can exclude discretionary expenditure on major purchases or holidays on the
grounds that these do not constitute day-to-day living expenses.
The expatriate’s salary would then consist of the actual or notional home-base salary plus the
cost of living adjustment. In addition, it may be necessary to adjust salaries to take account of
the host country’s tax regime to achieve tax equalization. Moves of less than a year that might
give rise to double taxation require particular attention.
Some or all of the following allowances may be added to this salary:
‘incentive to work abroad’ premium;
•
hardship and location;
•
housing and utilities;
•
school fees;
•
‘rest and recuperation’ leave.
•
12. International HRM 161
Host-based pay
The host-based pay approach provides expatriates with salaries and benefits such as company
cars and holidays that are in line with those given to nationals of the host country in similar
jobs. This method ensures equity between expatriates and host country nationals. It is adopted
by companies using the so-called ‘market rate’ system, which ensures that the salaries of expa-
triates match the market levels of pay in the host country.
Companies using the host-based approach commonly pay additional allowances such as school
fees, accommodation and medical insurance. They may also fund long-term benefits like social
security, life assurance and pensions from home.
The host-based method is certainly equitable from the viewpoint of local nationals, and it can
be less expensive than home-based pay. But it may be much less attractive as an inducement
for employees to work abroad, especially in unpleasant locations, and it can be difficult to
collect market rate data locally to provide a basis for setting pay levels.
International HRM – key learning points
The meaning of international HRM
International human resource management
is the process of managing people across
international boundaries by multinational
companies. It involves the worldwide man-
agement of people, not just the manage-
ment of expatriates.
Issues in international HRM
International HRM issues comprise the
impact of globalization, the influence of
environmental and cultural differences, the
extent to which HRM policy and practice
should vary in different countries (conver-
gence or divergence), and the approaches
used to employ and manage expatriates.
The impact of globalization
Globalization requires organizations to
move people, ideas, products and
information around the world to meet local
needs (Ulrich, 1998).
International environmental differences
Environmental differences between coun-
tries have to be taken into account in man-
aging globally. These include markets,
institutions, regulations, collective bargain-
ing and labour-force characteristics.
International cultural differences
National cultural differences can be critical
and insensitivity to them can result in busi-
ness failure (as well as failure and career
consequences for individual managers).
Factors affecting the choice between
convergence and divergence (Harris
and Brewster, 1999)
The extent to which there are well-
•
defined local norms.
13. 162 Human Resource Management
International HRM – key learning points (continued)
The degree to which an operating
•
unit is embedded in the local
environment.
The strength of the flow of resources
•
between the parent and the
subsidiary.
The orientation of the parent to
•
control.
The nature of the industry.
•
The specific organizational compe-
•
tencies, including HRM, that are
critical for achieving competitive
advantage in a global environment.
Global HR policies
Three processes that constitute global HRM
are: talent management/employee brand-
ing, international assignments manage-
ment, and managing an international
workforce (Brewster et al, 2005).
Managing expatriates
Expatriates can be difficult to manage
because of the problems associated with
adapting to and working in unfamiliar
environments, concerns about their devel-
opment and careers, difficulties encoun-
tered when they re-enter their parent
company after an overseas assignment, and
how they should be remunerated. Special
policies for them are required, covering:
recruitment and selection;
•
assimilation and review;
•
training;
•
career management;
•
re-entry;
•
pay and allowances (home-based or
•
host-based pay).
Questions
1. The conclusions reached by Brewster et al (2005) after their extensive research were that:
‘Our study has revealed an increasing emphasis on globalizing HR processes, with
intense discussion around what needs to be global, regional or national. This new defi-
nition of global HR positions the global HR professional as the guardian of culture,
operating global values and systems.’ What do you think this means in practice for
anyone involved in international HRM?
2. You are director of HRM (international) for an international firm operating mainly in
Africa. The business strategy is to expand operations into the Far East, starting in
Malaysia. A number of medium-sized firms based in Kuala Lumpur have been
14. International HRM 163
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Questions (continued)
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What do you recommend and why?
3. The chief executive officer of one of your company’s overseas subsidiaries has e-mailed
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Economist article about managing international businesses. Apparently they refer to the
choice of how far either employment conditions should be standardized worldwide or
local companies should adopt their policies.In these terms we are pretty convergent.Are
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