This document provides an overview of international human resource management (IHRM). It defines IHRM and discusses its key functions such as recruitment, selection, training, and performance appraisal at the international level. It also describes the types of employees managed under IHRM - home country, host country, and third country nationals. The document further discusses important IHRM concepts like expatriates, different IHRM strategies (ethnocentric, polycentric, geocentric), risks associated with IHRM, and the relationship between organizational structure and HRM.
The document discusses several challenges in international human resource management (IHRM) such as managing talent, leadership development, and globalization. It outlines 8 critical HR challenges and 5 key steps that companies can take to make the best IHRM decisions. Finally, it covers various topics related to IHRM practices including international assignments, organizational structures, and personal and professional profiles.
This document discusses international human resource management and compares work cultures in India, China, and America. It describes the three types of employees that multinational companies have: parent country nationals, host country nationals, and third country nationals. For each type it provides advantages and disadvantages. It also discusses culture shock and outlines the stages employees may experience when adapting to a new culture. Finally, it highlights some key differences in work culture between India, China, and America, such as differences in work hours, punctuality, and the role of work-life balance.
International Human resource management and issuesRizwana_MBA
This document discusses international human resource management (IHRM) and its differences from domestic HRM. IHRM involves three main human resource activities: procurement, allocation, and utilization of employees across borders. It is more complex than domestic HRM due to factors like different cultures, languages, compensation practices, and legal/political risks across countries. Effective IHRM requires consideration of cultural fit, training, performance management, and other activities to coordinate the global workforce.
International HRM involves managing human resources across multiple countries. It includes activities like staffing, recruitment, expatriate management, training, performance management, and compensation. Managing international human resources presents additional challenges compared to domestic HRM, such as increased risks, regulatory complexities, and managing cultural differences. The key aspects of international HRM are staffing, recruitment and selection of expatriates, managing expatriate adjustment, training employees across cultures, performance management of expatriates, developing compensation packages, and adhering to different regulatory frameworks across countries.
There are several key issues to consider in international compensation management:
1. Compensation packages typically include a base salary, allowances, benefits, and consideration of taxes.
2. Packages aim to maintain an expatriate's home country standard of living through the balance sheet approach or match local pay through the going rate approach.
3. Social security systems differ globally and must address issues like benefit portability and which country is responsible for payments.
The document discusses key aspects of international human resource management (IHRM) at Molex, a large manufacturer of electronic components. It covers Molex's approach to staffing, training, performance evaluation, and compensation across its global operations. The challenges of managing employees in different countries and cultures are also examined.
Prof. Preeti Bhaskar's presentation discusses key aspects of international staffing and expatriate management. It covers approaches to staffing multinational corporations, including ethnocentric, polycentric, geocentric, and regiocentric policies. It also examines factors for expatriate success and failure, selection techniques for expatriates, and ways to reduce expatriate failure rates such as improving selection procedures.
The document discusses several challenges in international human resource management (IHRM) such as managing talent, leadership development, and globalization. It outlines 8 critical HR challenges and 5 key steps that companies can take to make the best IHRM decisions. Finally, it covers various topics related to IHRM practices including international assignments, organizational structures, and personal and professional profiles.
This document discusses international human resource management and compares work cultures in India, China, and America. It describes the three types of employees that multinational companies have: parent country nationals, host country nationals, and third country nationals. For each type it provides advantages and disadvantages. It also discusses culture shock and outlines the stages employees may experience when adapting to a new culture. Finally, it highlights some key differences in work culture between India, China, and America, such as differences in work hours, punctuality, and the role of work-life balance.
International Human resource management and issuesRizwana_MBA
This document discusses international human resource management (IHRM) and its differences from domestic HRM. IHRM involves three main human resource activities: procurement, allocation, and utilization of employees across borders. It is more complex than domestic HRM due to factors like different cultures, languages, compensation practices, and legal/political risks across countries. Effective IHRM requires consideration of cultural fit, training, performance management, and other activities to coordinate the global workforce.
International HRM involves managing human resources across multiple countries. It includes activities like staffing, recruitment, expatriate management, training, performance management, and compensation. Managing international human resources presents additional challenges compared to domestic HRM, such as increased risks, regulatory complexities, and managing cultural differences. The key aspects of international HRM are staffing, recruitment and selection of expatriates, managing expatriate adjustment, training employees across cultures, performance management of expatriates, developing compensation packages, and adhering to different regulatory frameworks across countries.
There are several key issues to consider in international compensation management:
1. Compensation packages typically include a base salary, allowances, benefits, and consideration of taxes.
2. Packages aim to maintain an expatriate's home country standard of living through the balance sheet approach or match local pay through the going rate approach.
3. Social security systems differ globally and must address issues like benefit portability and which country is responsible for payments.
The document discusses key aspects of international human resource management (IHRM) at Molex, a large manufacturer of electronic components. It covers Molex's approach to staffing, training, performance evaluation, and compensation across its global operations. The challenges of managing employees in different countries and cultures are also examined.
Prof. Preeti Bhaskar's presentation discusses key aspects of international staffing and expatriate management. It covers approaches to staffing multinational corporations, including ethnocentric, polycentric, geocentric, and regiocentric policies. It also examines factors for expatriate success and failure, selection techniques for expatriates, and ways to reduce expatriate failure rates such as improving selection procedures.
This document discusses international human resource management and repatriation. It examines the repatriation process, including job and social factors affecting re-entry. It also discusses multinational responses to repatriate concerns, career issues, knowledge transfer, and designing repatriation programs. Key topics covered include re-entry shock, dual career couples challenges, measuring return on investment from international assignments, and elements of effective repatriation programs and mentorship systems.
This document discusses culture and multiculturalism in the context of international human resource management. It defines culture and organizational culture, and describes how culture is passed down through generations. It also discusses factors that affect cultural predispositions within organizations. The document outlines Hofstede's cultural dimensions model and the GLOBE project's nine cultural dimensions. It describes different approaches to cultural adaptation within multinational corporations, including ethnocentric, polycentric, and geocentric approaches.
This document discusses different approaches to international staffing used by multinational corporations. It describes the ethnocentric, polycentric, regiocentric, and geocentric approaches, providing advantages and disadvantages of each. The ethnocentric approach involves staffing key positions with parent country nationals, while the polycentric approach uses host country nationals. The geocentric approach utilizes the best employees regardless of nationality. Expatriate selection is also discussed, including criteria, tests used, and factors that can lead to expatriate failure if not properly addressed.
This document discusses international human resource management and recruitment. It begins by outlining core functions of IHRM including recruitment, selection, expatriates, performance appraisal, training, compensation, women in business, dual career groups, industrial relations, trade unions, and participative management.
It then discusses recruitment in more detail, explaining sources at the macro level (country) and micro level (institutional). The main approaches to recruitment that multinational companies use are also summarized: ethnocentric (parent country nationals), polycentric (host country nationals), regiocentric (regionals), and geocentric (global/any nationality). Advantages and disadvantages of each approach are provided.
Specific recruitment
The document discusses international assignments as a tool for training and development. It notes that expatriates can train host country nationals on systems and procedures, and that international assignments provide management development through job rotation. It also outlines components of effective pre-departure training such as cultural awareness programs, language training, and practical assistance. Finally, it discusses how international assignments and teams can benefit multinational organizations through innovation, knowledge transfer, and developing shared values.
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
The document discusses strategies for multinational corporations (MNCs) operating across borders. It begins by outlining ethical issues that can arise for MNCs due to differing political, legal, economic and cultural environments in different countries. It then discusses the strategic choices MNCs face in balancing global integration versus local adaptation. The key multinational strategies discussed are transnational, international, multidomestic and regional. The document also covers topics like organizational culture, diversity, and cultural differences that impact MNC strategy.
The document discusses four approaches to international compensation:
1. The going rate approach links expatriate pay to local market salaries in the host country. It aims to treat expatriates as local citizens. Advantages include equality with locals, simplicity, and host country identification, while disadvantages include pay variations and potential re-entry problems.
2. The balance sheet approach equalizes costs between international assignments and home country roles. It protects expatriates from financial impacts of living abroad. Advantages include equity and facilitating re-entry, while disadvantages include potential pay disparities versus locals.
3. The international citizen's approach uses a standard basket of goods to determine pay worldwide, rather than adjusting pay to perfectly match local costs.
International human resource management ihrmkoshyligo
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
Compensation management in international contextkoshyligo
This document discusses key components of international compensation packages. It outlines base salary, allowances like cost of living allowance and housing allowance, benefits, and approaches to compensation. The three main approaches are the budget system, local going rate system, and balance sheet/home net system. The balance sheet approach aims to maintain the same net income and living standard in the host and home countries through adjustments to the compensation package. International taxation is also addressed, outlining tax protection and tax equalization approaches.
This document provides an introduction to international human resource management (IHRM). It defines IHRM as procuring, allocating, and utilizing human resources across a multinational corporation while balancing integration and differentiation of activities in foreign locations. The document outlines some key differences between domestic HRM and IHRM, such as IHRM involving more HR activities like taxation and cultural orientation, as well as a broader perspective and greater risks. It also lists some common challenges for IHRM like high expatriate failure rates, managing talent globally, and addressing different labor laws and cultural values in foreign locations.
Concept and role of culture in International human resource managementSundar B N
Culture plays a major role in international human resource management (IHRM). There are different cultural predispositions that multinational companies take when operating internationally, including ethnocentrism, policentricism, geocentricism, and regiocentricism. It is important for IHRM managers to be aware of cultural differences between countries and adapt practices accordingly to avoid issues like cultural shock. Proper cultural awareness can help companies avoid failures when expanding internationally.
International human resource management.2 (1)Pooja Bharti
This document discusses international human resource management (IHRM). It defines IHRM as procuring, allocating, and utilizing human resources in a multinational corporation while balancing integration and differentiation of HR activities across foreign locations. The document outlines the objectives, importance, strategic functions, and factors influencing IHRM. It also discusses different IHRM strategies and staffing policies for multinational companies.
The document discusses human resource practices in India. It notes that India has a large population and workforce but low literacy rates, with only 12% of the workforce holding college degrees. This skills gap poses challenges for HR professionals in recruiting and retaining qualified employees. Rapid industry growth is exacerbating talent shortages. Changing workplace culture and improving employee retention are key concerns. Companies are responding by rapidly hiring and training employees while appealing to personal needs through career opportunities and education.
Challenges of Globalization and while managing resources in IHRM. Sundar B N
International human Resources management
The document discusses the challenges of managing human resources internationally in the context of globalization. It begins with defining key terms like globalization and international human resources management. It then discusses some of the specific challenges of IHRM like diversity recruitment, the need for professional development and training, developing language capabilities, and managing cultural differences that arise from operating across borders. The conclusion states that while globalization presents opportunities, governments must implement policies to ensure it benefits rather than harms domestic industries.
This document discusses key concepts in international human resource management (IHRM). It defines IHRM and differentiates it from domestic HRM, noting increased complexity due to factors like cultural differences and varying legal systems across countries. The document also summarizes types of multinational organizations (international, multinational, global, transnational) and challenges in IHRM like expatriation failures, talent management across borders, and managing a diverse workforce. Finally, it discusses important topics like diversity, equal employment opportunities, and qualities of effective global managers.
This document provides an overview of key topics in international human resource management (IHRM) including approaches to staffing foreign operations, reasons for international assignments, types of international assignments, and the roles of expatriates and non-expatriates in supporting international business activities. It also discusses calculating return on investment for international assignments and the various roles of the corporate HR function in managing international operations.
This slideshow focus on the challenges associated with expatriate management. It divided into five parts: expatriate selection, expatriate Training &development,expatriate compensation,repatriates retention and a case study about P&G Expatriate Program.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
This document discusses international human resource management (IHRM). IHRM involves managing human resources across national borders and includes typical HR functions like recruitment, selection, and training, as well as expatriate management. The objectives of IHRM are to create a local appeal while maintaining a global identity, increase cultural awareness among global managers, and provide country-specific training. IHRM is needed to manage expatriates, address globalization, and effectively utilize talent across offices. Common IHRM strategies include ethnocentric, polycentric, and geocentric staffing policies. IHRM differs from domestic HR in its international scope and additional complexities from external cultural and institutional factors.
This document discusses international human resource management (IHRM). It defines IHRM and explains why organizations develop international HR strategies due to factors like global competition and differences in environments across countries. It also discusses the need for IHRM in managing expatriates and utilizing a global workforce. Further, it describes different types of international organizations and contrasts IHRM with domestic HRM. Key IHRM practices like international staffing, training, performance management and compensation are also summarized.
This document discusses international human resource management and repatriation. It examines the repatriation process, including job and social factors affecting re-entry. It also discusses multinational responses to repatriate concerns, career issues, knowledge transfer, and designing repatriation programs. Key topics covered include re-entry shock, dual career couples challenges, measuring return on investment from international assignments, and elements of effective repatriation programs and mentorship systems.
This document discusses culture and multiculturalism in the context of international human resource management. It defines culture and organizational culture, and describes how culture is passed down through generations. It also discusses factors that affect cultural predispositions within organizations. The document outlines Hofstede's cultural dimensions model and the GLOBE project's nine cultural dimensions. It describes different approaches to cultural adaptation within multinational corporations, including ethnocentric, polycentric, and geocentric approaches.
This document discusses different approaches to international staffing used by multinational corporations. It describes the ethnocentric, polycentric, regiocentric, and geocentric approaches, providing advantages and disadvantages of each. The ethnocentric approach involves staffing key positions with parent country nationals, while the polycentric approach uses host country nationals. The geocentric approach utilizes the best employees regardless of nationality. Expatriate selection is also discussed, including criteria, tests used, and factors that can lead to expatriate failure if not properly addressed.
This document discusses international human resource management and recruitment. It begins by outlining core functions of IHRM including recruitment, selection, expatriates, performance appraisal, training, compensation, women in business, dual career groups, industrial relations, trade unions, and participative management.
It then discusses recruitment in more detail, explaining sources at the macro level (country) and micro level (institutional). The main approaches to recruitment that multinational companies use are also summarized: ethnocentric (parent country nationals), polycentric (host country nationals), regiocentric (regionals), and geocentric (global/any nationality). Advantages and disadvantages of each approach are provided.
Specific recruitment
The document discusses international assignments as a tool for training and development. It notes that expatriates can train host country nationals on systems and procedures, and that international assignments provide management development through job rotation. It also outlines components of effective pre-departure training such as cultural awareness programs, language training, and practical assistance. Finally, it discusses how international assignments and teams can benefit multinational organizations through innovation, knowledge transfer, and developing shared values.
This document discusses international staffing strategies used by multinational corporations. It describes the types of international managers as parent country nationals (PCNs), third country nationals (TCNs), and host country nationals (HCNs). The advantages and disadvantages of using each type are provided. The document also examines the ethnocentric, polycentric, geocentric, and regiocentric approaches to international staffing and the factors that influence staffing decisions. Finally, it discusses the different types of international assignments and roles of expatriates.
The document discusses strategies for multinational corporations (MNCs) operating across borders. It begins by outlining ethical issues that can arise for MNCs due to differing political, legal, economic and cultural environments in different countries. It then discusses the strategic choices MNCs face in balancing global integration versus local adaptation. The key multinational strategies discussed are transnational, international, multidomestic and regional. The document also covers topics like organizational culture, diversity, and cultural differences that impact MNC strategy.
The document discusses four approaches to international compensation:
1. The going rate approach links expatriate pay to local market salaries in the host country. It aims to treat expatriates as local citizens. Advantages include equality with locals, simplicity, and host country identification, while disadvantages include pay variations and potential re-entry problems.
2. The balance sheet approach equalizes costs between international assignments and home country roles. It protects expatriates from financial impacts of living abroad. Advantages include equity and facilitating re-entry, while disadvantages include potential pay disparities versus locals.
3. The international citizen's approach uses a standard basket of goods to determine pay worldwide, rather than adjusting pay to perfectly match local costs.
International human resource management ihrmkoshyligo
International human resource management-IHRM, Introduction, Differences between Domestic and IHRM, Stages of Internationalization , Organisation structures of MNEs
Compensation management in international contextkoshyligo
This document discusses key components of international compensation packages. It outlines base salary, allowances like cost of living allowance and housing allowance, benefits, and approaches to compensation. The three main approaches are the budget system, local going rate system, and balance sheet/home net system. The balance sheet approach aims to maintain the same net income and living standard in the host and home countries through adjustments to the compensation package. International taxation is also addressed, outlining tax protection and tax equalization approaches.
This document provides an introduction to international human resource management (IHRM). It defines IHRM as procuring, allocating, and utilizing human resources across a multinational corporation while balancing integration and differentiation of activities in foreign locations. The document outlines some key differences between domestic HRM and IHRM, such as IHRM involving more HR activities like taxation and cultural orientation, as well as a broader perspective and greater risks. It also lists some common challenges for IHRM like high expatriate failure rates, managing talent globally, and addressing different labor laws and cultural values in foreign locations.
Concept and role of culture in International human resource managementSundar B N
Culture plays a major role in international human resource management (IHRM). There are different cultural predispositions that multinational companies take when operating internationally, including ethnocentrism, policentricism, geocentricism, and regiocentricism. It is important for IHRM managers to be aware of cultural differences between countries and adapt practices accordingly to avoid issues like cultural shock. Proper cultural awareness can help companies avoid failures when expanding internationally.
International human resource management.2 (1)Pooja Bharti
This document discusses international human resource management (IHRM). It defines IHRM as procuring, allocating, and utilizing human resources in a multinational corporation while balancing integration and differentiation of HR activities across foreign locations. The document outlines the objectives, importance, strategic functions, and factors influencing IHRM. It also discusses different IHRM strategies and staffing policies for multinational companies.
The document discusses human resource practices in India. It notes that India has a large population and workforce but low literacy rates, with only 12% of the workforce holding college degrees. This skills gap poses challenges for HR professionals in recruiting and retaining qualified employees. Rapid industry growth is exacerbating talent shortages. Changing workplace culture and improving employee retention are key concerns. Companies are responding by rapidly hiring and training employees while appealing to personal needs through career opportunities and education.
Challenges of Globalization and while managing resources in IHRM. Sundar B N
International human Resources management
The document discusses the challenges of managing human resources internationally in the context of globalization. It begins with defining key terms like globalization and international human resources management. It then discusses some of the specific challenges of IHRM like diversity recruitment, the need for professional development and training, developing language capabilities, and managing cultural differences that arise from operating across borders. The conclusion states that while globalization presents opportunities, governments must implement policies to ensure it benefits rather than harms domestic industries.
This document discusses key concepts in international human resource management (IHRM). It defines IHRM and differentiates it from domestic HRM, noting increased complexity due to factors like cultural differences and varying legal systems across countries. The document also summarizes types of multinational organizations (international, multinational, global, transnational) and challenges in IHRM like expatriation failures, talent management across borders, and managing a diverse workforce. Finally, it discusses important topics like diversity, equal employment opportunities, and qualities of effective global managers.
This document provides an overview of key topics in international human resource management (IHRM) including approaches to staffing foreign operations, reasons for international assignments, types of international assignments, and the roles of expatriates and non-expatriates in supporting international business activities. It also discusses calculating return on investment for international assignments and the various roles of the corporate HR function in managing international operations.
This slideshow focus on the challenges associated with expatriate management. It divided into five parts: expatriate selection, expatriate Training &development,expatriate compensation,repatriates retention and a case study about P&G Expatriate Program.
Expatriate training and development is becoming a critical part of human resources for firms competing globally. Many multinational companies have established their own training centers and universities to develop employees' skills and provide cultural awareness programs before international assignments to better assist with adjusting to new cultures abroad. The training focuses on creating cultural awareness, learning the host country's language, and practical assistance to help expatriates and their families rapidly adapt to unexpected events when taking up roles in other countries.
This document discusses international human resource management (IHRM). IHRM involves managing human resources across national borders and includes typical HR functions like recruitment, selection, and training, as well as expatriate management. The objectives of IHRM are to create a local appeal while maintaining a global identity, increase cultural awareness among global managers, and provide country-specific training. IHRM is needed to manage expatriates, address globalization, and effectively utilize talent across offices. Common IHRM strategies include ethnocentric, polycentric, and geocentric staffing policies. IHRM differs from domestic HR in its international scope and additional complexities from external cultural and institutional factors.
This document discusses international human resource management (IHRM). It defines IHRM and explains why organizations develop international HR strategies due to factors like global competition and differences in environments across countries. It also discusses the need for IHRM in managing expatriates and utilizing a global workforce. Further, it describes different types of international organizations and contrasts IHRM with domestic HRM. Key IHRM practices like international staffing, training, performance management and compensation are also summarized.
The document discusses international human resource management (IHRM). It defines IHRM as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. IHRM includes typical HR functions like recruitment, selection, training etc. at an international scale along with activities like global skills management and expatriate management. The objectives, needs and functions of IHRM are explained. Key activities involved in IHRM are discussed along with issues like managing international assignments and culture. Effective IHRM implementation requires determining international operations strategy and ensuring standardized or localized HR policies. Staffing policies in IHRM like ethnocentric, polycentric and geocentric approaches are also summarized.
This document discusses international human resource management (IHRM). IHRM involves managing a company's human resources at an international level to achieve global objectives and gain competitive advantages. Key functions of IHRM include recruitment, selection, training, and managing expatriates across borders. IHRM is more complex than domestic HRM due to factors like cultural and regulatory differences between countries, currency exchange issues, and managing employees from various nationalities. Common challenges in IHRM include selecting the right employees for international assignments, ensuring cultural adaptation, and addressing language barriers.
This document provides an overview of key topics in international human resource management (IHRM). It defines IHRM and discusses the differences between domestic and global HRM. Some of the main challenges of IHRM include complying with different countries' labor laws, acquiring and retaining talent internationally, developing leaders who can adapt to different cultural contexts, and balancing local and corporate priorities. The document also outlines different strategic approaches companies can take to IHRM, such as ethnocentric, polycentric, and geocentric policies, and discusses some common barriers to effective global human resources management.
International human resource managementsrinivasr24
This document discusses international human resource management. It defines IHRM and differentiates it from domestic HRM. It also describes different types of international organizations like multinational corporations, global corporations, and transnational corporations. The document outlines key IHRM practices such as international staffing, pre-departure training, repatriation, performance management, and compensation for international assignments. Managing cultural differences and a diverse workforce is important for organizations to succeed globally.
Differences between international and domestic HRMKavitha Ravi
International HRM manages human resources across national borders to achieve organizational goals globally, while domestic HRM focuses on human resources within a single nation. There are key differences between the two:
International HRM is more complex due to managing employees from many countries and dealing with external factors like cultural and institutional differences. Domestic HRM operates within a single national environment. International HRM also involves additional activities like expatriate management and setting up country-specific HR systems, while domestic HRM focuses on limited national activities. Managing risks and addressing issues for multiple nationalities further adds to the complexity of international HRM compared to domestic HRM.
IHRM involves managing human resources across international borders to achieve organizational goals. It includes typical HR functions like recruitment, selection, training and development, performance evaluation and termination on a global scale. Additional IHRM activities involve managing global skills and expatriates from different home, host and third countries. The ultimate aim is to utilize talent from various nations effectively.
This document discusses several aspects of international human resource management (IHRM) compared to domestic HRM. It outlines reasons why organizations expand internationally, how IHRM differs by managing a broader range of functions and being more involved in employees' personal lives. The document also describes strategies for international expansion, approaches to global assignments, and strategic planning considerations for IHRM in subsidiaries and multinational corporations.
This presentation provides an overview of international human resource management (IHRM). It begins with defining HRM and its purpose of enabling appropriate deployment of human resources. IHRM is then defined as managing and recruiting people across international boundaries by multinational corporations. The presentation outlines the dimension model of IHRM including HR activities in home, host, and other countries as well as types of employees. It also distinguishes between expatriates and immigrants. Major IHRM issues like selection, training, and failure of expatriates are discussed. The presentation concludes by explaining the three types of staffing policies - ethnocentric, polycentric, and geocentric - along with their advantages and disadvantages.
international human resource managementsubhadeep23
The document discusses different approaches to staffing policies in international business (IB): ethnocentric, polycentric, and geocentric. The ethnocentric approach involves sending employees from the home country to staff foreign subsidiaries, allowing for control but at high cost. The polycentric approach hires local nationals, reducing costs but limiting career growth. The geocentric approach recruits a globally mobile team, facilitating knowledge sharing but with increased training expenses. Effective staffing requires balancing local adaptation with global integration based on the company's international strategy.
International human resource management (IHRM) involves procuring, allocating, and utilizing human resources across borders. IHRM is more complex than domestic HRM due to differing cultures, economic conditions, and legal systems among countries. Firms must decide whether to use parent-country nationals, host-country nationals, or third-country nationals as managers abroad. Training and compensation systems also need to be adapted to each country's requirements. The major differences between domestic and international HRM include dealing with business activities across borders, increased complexities from factors like currency fluctuations and foreign laws, and increased involvement in employees' personal lives abroad.
This document provides an overview of international human resource management (HRM) concepts and Brunt Hotels PLC's plans to expand into France. It discusses the different approaches organizations can take to managing subsidiaries across countries (ethnocentric, polycentric, geocentric). Brunt Hotels plans to take an ethnocentric approach by sending UK managers to lead the acquisition of French hotels. The document also discusses selecting and supporting expatriates, identifying challenges like cultural adjustment, language barriers, and selection criteria like technical skills, cultural adaptability, and problem-solving ability. It aims to help consultants advise Brunt Hotels on their international expansion.
This document provides an overview of international human resource management (HRM) concepts and Brunt Hotels PLC's plans to expand into France. It discusses the different approaches organizations can take to managing subsidiaries across countries (ethnocentric, polycentric, geocentric). Brunt Hotels plans to take an ethnocentric approach by sending UK managers to lead the acquisition of French hotels. The document also outlines factors to consider in recruiting and selecting expatriates, such as technical competence, language skills, and cultural adaptability. Expatriate failure can result from inability to adjust to the new culture or work environment.
International and comparative aspects of human resource managementMahmoud Shaqria
The document discusses international human resource management (IHRM). It defines IHRN as managing organizational human resources at an international level to achieve objectives and competitive advantage globally. Factors like globalization and competition encouraged developing IHRM strategies. IHRM objectives include creating local appeal while maintaining global identity and generating cross-cultural awareness. The document outlines differences between IHRM and domestic HRM, as well as common IHRM practices like international staffing, training, and compensation. It also discusses how political and cultural environments influence IHRM.
Human resource management involves attracting, developing and maintaining an effective workforce to achieve organizational objectives. International HRM is more complex due to differing cultures, economic conditions, and legal systems among countries. Firms must decide whether to use parent-country nationals, host-country nationals, or third-country nationals as managers. They must also adapt hiring, training, compensation and other HR practices to each country.
The document provides an overview of globalization and its impact on organizations. It discusses that as business becomes more global, managers must adapt to operating across borders. Organizations can become global through exporting, importing, outsourcing, strategic partnerships, and establishing foreign subsidiaries. When operating globally, managers must understand different cultural frameworks, laws, economic systems, and country cultures to effectively do business abroad.
HRMantra is a cutting-edge HR technology solution that harnesses artificial intelligence for digital transformation of HR operations. It streamlines processes like attendance management, performance evaluations, project progress tracking, employee database management, and payroll processing with automated income tax & benefit plans calculations. Unlock productivity, compliance automation, and data-driven insights with this innovative HR cloud platform for the future of work.
Market Signals – Global Job Market Trends – May 2024 summarized!Career Angels
How did the job market change in May 2024? Selected aspects: Europe (38 countries): +1.23% = 17 European countries saw an increase.
What do the other market signals tell us? Here’s a preview of what we have analyzed so far:
- gathered 18 270 data points
- received over 500 insights from Executives & HR Directors
- published 107 monthly reports, 870 daily updates & 13 special reports
- tracked 80 countries around the world for 48 months!
Check out our post summarizing the changes across 80 countries worldwide for May 2024! It also includes tips for employers and employees – covering e.g. CV for ATS: https://blog.careerangels.eu/market-signals-global-job-market-trends-may-2024-summarized/
#Markets #Jobs #Europe #CareerAngels
Why you need to recognize your employees? (15 reasons + tips)Vantage Circle
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
Team Building Activities for Introverts.pdfConfetti
Plan events that cater to all personality types! Activities that allow for quieter interaction and personal space can create a more inclusive and supportive atmosphere for all team members and help introverts feel more valued and understood.
Check out our blog for the full list 👉 https://share.withconfetti.com/4aV7kEz
Top 11 HR Trends for 2024 That Will Change Future of WorkVantage Circle
As an HR, it is critical to keep yourself updated with the newer developments to make a smooth transition in the workplace. So, here is a list of top HR trends that will impact the workplace in 2024.
2. INTRODUCTION
• International Human Resource Management (IHRM) can be defined
as a set of activities targeting human resource management at the
international level. It strives to meet organizational objectives and
achieve competitive advantage over competitors at national and
international level.
• IHRM comprises of typical HRM functions such as recruitment,
selection, training and development, performance appraisal and
dismissal done at the international level and additional exercises such
as global skills management, expatriate management and so on.
3. INTRODUCTION
IHRM is concerned with handling the human resources at Multinational Companies
(MNCs) and it includes managing three types of employees −
• Home country employees: Employees residing in the home country of the
company where the corporate head quarter is situated, for example, an Indian
working in India for some company whose headquarters are in India itself.
• Host country employees: Employees residing in the nation in which the
subsidiary is located, for example, an Indian working as an NRI in some foreign
country.
• Third country employees: These are the employees who are not from home
country or host country but are employed at the additional or corporate
headquarters.
• For example, an Indian MNC, which has its corporate office in America, may
employ a French person as the CEO to the subsidiary. The Frenchman employed is
a third country employee.
4. EXPATRIATE
• An expatriate is an employee who is working and temporarily residing
in a foreign country. Many firms prefer to call such employees
‘international assignees’.
• TCNs are also expatriates, as are HCNs who are transferred into
parent country operations outside their own home country.
• The term inpatriate has come into vogue to signify the transfer of
subsidiary staff into the parent country (headquarters) operations
5. IHRM
According to Hugh Scullion,
International HRM (IHRM) involves the HRM issues and problems
arising from the internationalisation of business, and the HRM
strategies, policies and practices which firms pursue in response to the
internationalisation of business.
6. DOMESTIC VS IHRM
There are many similarities between HRM at the national as well as
international level. However, let us have a look at the differences between
them with the help of points given below −
• Domestic HRM takes place at the national level, that is, within a country
and IHRM takes place at the international level, that is, in between two or
more than two countries.
• Domestic HRM is bothered about managing employees belonging to one
nation and IHRM is bothered about managing employees belonging the
home country and host country as well as third country employees.
• Domestic HRM is concerned with managing limited number of HRM
activities at the national level and IHRM is concerned with managing
additional activities such as expatriate management.
• Domestic HRM is less complicated due to less imprint from the external
environment. IHRM is comparatively more complicated, as it is deeply
affected by the external factors such as cultural distance and institutional
factors.
7. DOMESTIC VS IHRM
More HR activities: taxation, culture orientation, administrative
services
The need for a broader perspective: cater to multiple needs
More involvement in employees’ personal lives: adjustment, spouses,
children
Changes in emphasis as the workforce mix of expatriates and locals
varies: fairness
Risk exposure: expatriate failure, terrorism
Broader external influences: government regulations, ways of conduct
8. SOME IMPORTANT TERMS
• Host Country National (HCN): Belongs to the Country where the
subsidiary is located
• Parent Country National (PCN): Belongs to the Country where the
firm has its headquarters
• Third Country Nationals (TCN): Belongs to any other country and is
employed by the firm
9. EXPATRIATES
An employee who is working and temporarily residing in a
foreign country
• Some firms prefer to use the term “international assignees”
• Expatriates are PCNs from the parent country operations, TCNs
transferred to either HQ or another subsidiary, and HCNs transferred
into the parent country
10.
11. RISK ASSOCIATED WITH IHRM
1. Expatriate failure (the premature return of an expatriate from an
international assignment)
2. Under-performance while on international assignment
3. The direct costs of failure (salary, training costs, travel costs and
relocation expenses) to the parent firm may be as high as three
times the domestic salary plus relocation expenses, depending on
currency exchange rates and location of assignments.
4. Terrorism both for inpatriates and expatriates
5. Major epidemic or pandemic crises (like SARS, Avian Flu, Corona
Virus etc)
12.
13.
14.
15. MULTIDOMESTIC STRATEGY
• Companies with a multidomestic strategy have as aim to meet the
needs and requirements of the local markets worldwide by
customizing and tailoring their products and services extensively.
• In addition, they have little pressure for global integration.
Consequently, multidomestic firms often have a very decentralized
and loosely coupled structure where subsidiaries worldwide are
operating relatively autonomously and independent from the
headquarter.
• A great example of a multidomestic company is Nestlé. Nestlé uses a
unique marketing and sales approach for each of the markets in
which it operates. Furthermore, it adapts its products to local tastes
by offering different products in different markets.
16. Global Strategy: High Integration and Low
Responsiveness
• Global companies are the opposite of multidomestic companies. They
offer a standarized product worldwide and have the goal to maximize
efficiencies in order to reduce costs as much as possible.
• Global companies are highly centralized and subsidiaries are often
very dependent on the HQ. Their main role is to implement the
parent company’s decisions and to act as pipelines of products and
strategies.
• This model is also known as the hub-and-spoke model.
Pharmaceutical companies such as Pfizer can be considered global
companies.
17. Transnational: High Integration and High Responsiveness
• The transnational company has characteristics of both the global and
multidomestic firm. Its aim is to maximize local responsiveness but
also to gain benefits from global integration.
• Even though this seems impossible, it is actually perfectly doable
when taking the whole value chain into considerations.
• Transnational companies often try to create economies of scale more
upstream in the value chain and be more flexible and locally adaptive
in downstream activities such as marketing and sales.
• In terms of organizational design, a transnational company is
characterised by an integrated and interdependent network of
subsidiaries all over the world. These subsidiaries have strategic roles
and act as centres of excellence.
• Due to efficient knowledge and expertise exchange between
subsidiaries, the company in general is able to meet both strategic
objectives. A great example of a transnational company is Unilever
18. International Strategy: Low Integration and Low
Responsiveness
• An international company therefore has little need for local adaption and
global integration.
• The majority of the value chain activities will be maintained at the
headquarter. This strategy is also often referred to as an exporting strategy.
• Products are produced in the company’s home country and send to customers
all over the world. Subsidiaries, if any, are functioning in this case more like
local channels through which the products are being sold to the end-
consumer.
• Large wine producers from countries such as France and Italy are great
examples of international companies.
19. Organizational structure and HRM
1.The organizational structure should be set as the result of the HR
Management Goals and the defined HR Model.
2.The HR Organization defines clear boundaries around HR Processes.
The Compensation and Benefits unit should be clearly about the
compensation of employees and building different compensation
strategies.
3.Each organizational structure restricts the free flow of information.
The clear communication channels should be designed as all HR
employees know information significant for their job. Many HR
Functions do suffer from the insufficient information.
4.The HR Organizational Structure should be as flat as possible. The
decision making responsibility should be given to the lowest levels of
the HR Organization.
5.The organizational structure has to be flexible. The priorities of the
organization should change quickly and the reaction is needed.
20. INTERNATIONAL HRM PLANNING
• 1. Ethnocentric Approach
According to ethnocentric approach, organizations believe that the
employees of home country nationals can perform better to fulfill the
organization’s mission, vision, and objectives, so all the key managerial
positions of the subsidiary are filled with expatriates from the home
country.
21. BENEFITS OF ETHONOCENTRIC APPROACH
• Organization’s culture can be easily adapted to all the subsidiaries
with the help of key managerial decisions such as vision, mission, and
objectives.
• Possible to eliminate communication barriers between the
headquarters and subsidiaries.
• Proper control is possible with the ethnocentric approach.
• The parent company can monitor the operations of the subsidiaries
effectively.
• Better coordination of activities between the parent company and
subsidiary are possible.
22. DISADVANTAGE OF ETHONOCENTRIC
APPROACH
• Need to pay more for the expatriates from the home country.
• Cross-cultural variations may lead to clashes between the various
levels of the employees.
• Host country national employees may get disappointed by losing the
key managerial roles.
• The subsidiary may lose skilled and experienced employees due to
the ethnocentric approach.
• Expatriates from the home country may not aware of the local values
and beliefs, so cultural clashes may arise and may show an effect on
the business.
23. 2. POLYCENTRIC APPROACH
In polycentric approach, all the key managerial positions are filled with
the employees of the host country nationals.
Many companies are adopting this approach because they believe that
host country nationals can help in fulfilling the objectives of the
organizations with a better understanding of the local culture, beliefs,
and values.
Here subsidiary is given freedom to take decisions and formulate
strategies according to the local business environment and vision and
mission of the headquarters.
24. BENEFITS OF POLYCENTRIC APPROACH
• Host country managers can analyze and understand the local markets
and local people
• Better coordination with the business environment is possible, both
internal and external.
• No difficulty arises due to cultural issues.
• It creates job satisfaction and job enrichment to the host country
nationals.
• Hiring host country nationals is less expensive than hiring expatriates.
• Local market knowledge of the host country nationals enables them
to take strategic decisions
25. DISADVANTAGE OF POLYCENTRIC APPROACH
• It may not always create a scope of better coordination between
headquarters and subsidiaries.
• Quick control of operations is not possible because of the key
managerial positions are occupied by the host country nationals.
• Though the host country managers follow the vision and mission of
the organization, then also errors may occur in the fulfillment of the
standards of organization culture.
26. 3. GEOCENTRIC APPROACH
According to geocentric approach, organizations hire neither the home
country nationals nor the host country nationals preferably.
They recruit employees on the basis of the concept right person for the
right job.
Here organizations hire right persons or suitable employees for the
effective running of the business operations, irrespective of the
nationality. Geocentric approach facilitates competitive advantage by
hiring most talented and eligible people.
27. ADVANTAGE OF GEOCENTRIC APPROACH
• The geocentric approach creates a scope to hire world’s best talented
and skilled employees.
• It facilitates competitive advantage and helps in reaching the market
empire position.
• Hiring most talented and eligible people can fulfill the objectives of
the organization effectively.
• This approach helps in reducing the unfair treatments and clashes in
the organization due to the favoritism towards nationality.
28. DISADVANTAGE OF GEOCENTRIC APPROACH
• Hiring according to geocentric approach is expensive.
• Chance of cross-cultural clashes become high
• It may not always facilitate better coordination and control of the
operations of the organization.
• Difficult to monitor and control the operations
• Organizations need to spend more on expatriate relocation
allowance.
• High cross-cultural variations arise.