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Changes in emphasis
Risk exposure
External Influence.
Growing interest in IHRM
The following reasons have contributed to the growing interest
in IHRM.
Globalization of business.
The effective management of HR.
Underperformance or failure in overseas assignment is costly.
The implementation of International strategies by setting up
of subsidiaries.
Development of network of personal relationships.
Implementation and control of strategies in international
business.
Managing IHRM Activities
Human Resource Planning
Recruitment and selection
Training and development
Performance management
Remuneration
Repatriation
Employee relations
Multicultural management.
Managing IHRM Activities-Contd..
The key issues in International HRP are as follows:
Identifying top-management potential early.
Identifying critical success factors
Providing developmental activities.
Tracking and maintaining commitment to individuals in
International career paths.
Trying strategic business planning to HRP and vice-versa.
Dealing with multiple business units.
Managing IHRM Activities-Contd..
Recruitment and selection:
Ethnocentric approach: key management positions are
held by parent country nation.
Polycentric approach: it requires host country nationals
to be hired to manage subsidiaries, while the parent
country nationals occupy key positions at corporate
headquarters.
The geocentric approach: seeks the best people for key
jobs throughout the organization regardless of
nationality.
Managing IHRM Activities-Contd.
Training and Development:
Cross-cultural training
Language training
Practical training
Management development and strategy.
Managing IHRM Activities-Contd..
Expatriate :
The parent country and the host country nations
extensively rely on use of expatriate employees working
outside their home country with a planned return to that
or a third country.
Expatriate play a major role in the international
businesses.
MNC’s take a great care in their selection process.
It involves the process of determining the need for an
expatriate assignment, identifying, selection, training etc..
Managing HR-Activities-Contd..
Steps in expatriate performance management:
Linkage to organizational strategy
Setting individual performance goals.
Identifying variables impacting performance.
Appraising the performance.
Providing regular feedback on progress towards the
goals.
Providing opportunities for improvements.
Linkage results with rewards.
Managing HR-Activities-Contd..
Paying the Expat depends on the following factors/ International compensation strategy:
MNC Internal environment:
Goal orientation
Capacity to pay
Competitive strategy
Organizational culture
Internal workforce composition
Labour relations
Subsidiary role
MNC External environment:
Parent nationality
Labour market characteristics
Local culture
Home and host country government roles
Industry type
Competitors strategies
Managing HR Activities-Contd..
Objectives of paying expatriates:
Attract employees who are qualified and interested in
international
Facilitate the movement of expatriates from one subsidiary to
another, from the home country to subsidiaries, and from
subsidiaries back to home country.
Provide consistent and reasonable relationship between the
pay levels of employees at the headquarters, domestic
affiliates, and foreign subsidiaries.
Be cost effective by reducing unnecessary expenses.
Managing HR Activities-Contd..
The expat remuneration package generally comprises
of:
Salary
Benefits
Allowances
Incentives and taxes
Managing HR Activities-Contd..
Repatriation:
The activity of bringing the expatriate back to the home
country.
It has been the knowledge of practitioners and academics
that re-entry into home country presents new challenges
as repatriates copes up with what has been termed re-
entry shock or reverse culture shock.
Managing HR Activities-Contd..
Multiculturalism:
Means that people from many cultures interact regularly.
Global firms are the repositories of multiculturalism.
Multiculturalism management offers the following benefits:
Greater creativity and innovation.
Awareness about the need to maintain sensitivity in dealing
with foreign customers.
Possibilities of hiring the best talent.
Creating a super organizational culture.
Evolving universally acceptable HR Policies and practices.
Managing HR Activities
The HR Manger needs cross cultural competence to
manage multiculturalism. Specifically the HR Manager
needs to:
Possess strong personal identity.
Have knowledge of beliefs and values of different
cultures.
Display sensitivity to the affective processes of culture.
Communicate clearly in the language of given cultural
group.
Cultivate cosmopolitan outlook and attitudes.
Managing HR Activities
Hoafstedes cultural Dimensions: There are 4 dimensions:
Power Distance
Uncertainty avoidance
Individualism
Masculinity
Cross Culture-
Cross culture seeks to foster appreciation for the host
country’s culture.
The belief is that understanding the host country’s
culture will help the manager emphasize with the culture,
which will enhance his or her effectiveness in interacting
with host-country citizens.
Cross culture should also emphasize in the host country’s
culture history, politics, economy, religion and social and
business practices.
Cross Culture- Contd..
One of the major areas of Cross Culture is cross culture
training i.e. CCT.
Many managers are giving more emphasis to this area.
More managers are required to travel around the globe
frequently on business deals.
During the late 90’s Japan spent $17 million in business
etiquette training.
In India firms which have recognized the importance of
CCT are Mafatlal, O.P Jindal Group, Reckitt and Coleman
India and Ranbaxy.
Cross Culture Training- Contd..
Merits of CCT
Increases chances of success in global assignment.
Provides a comprehensive global perspective for
managers.
Instills a sense of confidence into people.
Foreign employees can be managed better.
Reduces cultural shock.
Cross Culture Training- Contd..
Demerits of CCT
Develops a false sense of confidence among expatriates.
May not remove cultural biases and prejudices.
May not make visible difference on the business volumes.
May not be taken seriously by the recipients.
Can never fully prepare an assignee to face real
problems.
Cross culture-Contd..
Management Development and Strategy: MNC’s use
Management Development strategic tool.
This is particularly true with firms pursuing a multinational
strategy which is a Common feature among firms these days.
Such firms need strong unification of corporate cross
culture and informal management networks to assists in co-
ordination and control.
In addition MNC’s need to be able to detect pressure to
conduct business in a locally-responsive manner.
This obviously demands knowledge about the country’s
cross culture.
Cross culture- Contd..
Management development strategies and programmes
help to build cross culture by encouraging new
managers to socialize and imbibe the values and
norms of the firms. In-house training programmes
and intense interaction during off-site training can
foster esprit-de-crops, shared experiences, informal
networks perhaps, a company language of jargons as
well as competencies. These often includes songs,
picnics, and sporting events that promote feelings of
togetherness.
Cross culture-Contd..