Current issues in hrm module vi

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  • When organizations operate globally, their employees are very likely to be citizens of more than one country. Employees may come from the employer’s parent country, a host country, or a third country
  • Current issues in hrm module vi

    1. 1. CURRENT ISSUES IN HRM
    2. 2. Increased Concern For HRM • • • • Sound Industrial Relations. Dual career couples. Flexi-working hours. Work from home facility.
    3. 3. International HRM-Managing intercountry differences • • • • • Process of employing and developing people in international organisations which operate globally. Applying HRM policy familiar in domestic markets to international workforce, for example: – employee development (ED) – recruitment and selection – reward and remuneration – policies and practices. Means working across national borders. Includes any type of worker, for example: – own country national working as expatriate – own country national working overseas for short time for specific project/s – individual of one nationality working for organisation based in another country but who is actually working in yet another country. IHRM primarily exists in multinational corporations with HRM having a wider contextual setting.
    4. 4. Employees in an International Workforce • Parent-country national – employee who was born and works in the country in which an organization’s headquarters is located. • Host-country national – employee who is a citizen of the country (other than parent country) in which an organization operates a facility. • Third-country national – employee who is a citizen of a country that is neither the parent country nor the host country of the employer.
    5. 5. International HR Strategies • Ethnocentric – Centralized HR – Managed by Parent Country Nationals (PCNs) – Pay based on local market for employees; home country for PCNs – Training aimed at KSAs to perform the job • Polycentric – – – – Decentralized HR Managed by Home Country Nationals (HCNs) Pay based on local market Training given added importance
    6. 6. International HR Strategies • Geocentric – Global workforce deployed throughout the world – Positions filled by most qualified regardless of nationality: HCNs, PCNs, or TCNs, – Compensation based on value-added – Training and development emphasized • Regiocentric
    7. 7. Why Do International Managers Fail? • • • • • Does it change the essence of HR? Culture Shock Cultural arrogance (Parochialism) Cultural Insensitivity The Key success factor? – Cultural adaptability
    8. 8. What is SHRM? • “All those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business”: (Schuler, 1992). • “Formulating and executing human resources policies and practices that produce the employee competencies and behaviors the company needs to achieve its strategic aims” (Dessler, 2011) • FIVE Ps---Philosophy, policies, programmes,practices and processes. • Strategic HRM is an outcome as organizational systems designed to achieve sustainable competitive advantage through people. SHRM is a process of linking HR practices to Business strategy.
    9. 9. Aligning HR strategy to business strategy
    10. 10. Talent Management • Talent management implies that companies are strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and move employees through the organization.

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