INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Ngoc- Lan Nguyen Kristin Gultasyan Nana Mpaki

CONTENT

HUMAN RESOURCE MANAGEMENT

... is a set of organisational activities aimed at effectively managing and directing human resources/labour towards archieving organisational goals.

INTERNATIONAL HUMAN RESOURCE MANAGMENT

... aimed at managing organisational human resources at international trade level...

COMPARISON

HRM
National Employees within one nation Limited number of activities Less complicated

IHRM
International Dealing with employees from many nations Additional activities

Very complicated

DIFFERENCES IN HUMAN RESOURCE PROCESS IN UK TURKEY GERMAN

RECRUITMENT AND SELECTION

RECRUITMENT
Internet Online job ads Internal recruitment intranet Job posting

SELECTION
Interview References Tests CV Driving License Military State

http://coatssql.com/write-a-better-job-posting-get-better-applicants

TRAINING
First few days are observation days *Look around *Getting to know people and workplace Training schemes This is mainly done by larger and more experienced firms, which include: *attende college courses Off the In the Job *attain new Job qualifications

TRAINING
Need analysis by HRM
Department chefs, managers and hrm

departments.
Willingness to participate

All employees
Evaluated by performance measures

On the job

EMPLOYMENT LAW
The Minimum wage in the UK The current rates (from 1 October 2011, directgov.co.uk) are : 6.08 - the main rate for workers aged 21 and over 4.98 - the 18-20 rate 3.68 - the 16-17 rate for workers above school leaving age but under 18 2.60 - the apprentice rate, for apprentices under 19 or 19 or over and in the first year of their apprenticeship Work limits The weekly maximum hours an adult (18 and above) can work is 48 hours a week, overr 17 weeks. Does not apply to: employees who can chose freely how long they want to work. (business owners) Armed forces emergency Dometic servants who live in thier employers house Transport workers e.g. On see transport

EMPLOYMENT LAW
Working Hours In general 8hrs per day Exeptions: *aviation *seafaring *medical sections

Minimum Wages
Depending on Region Depending on Occupation

 European

Labour Law System Member of the International Labour Organization

Minimum

Salary Over time

over

334

as of 2011

hours per week time has to be paid with 50 % of increase on religious or national holidays and week-ends it has to be paid with 100 % of increase

APPRAISALS
Content of appraisal paperwork:

An appraisal is a performance indicator set up by employers to review you current work performance

Identification Title of your job Perfomance review Overall perfomance rating Commentes for you and manager (or whoever is conducting the appraisal)

APPRAISAL
SelfEvaluation Evaluation trough Colleges/supe rvisors Sales Volume

Annual meeting

APPRAISALS
First level supervisors Annual assesment or twice a year Performance feedback: yes

Rank ordering
Graphic ranking

http://www.sba.oakland.edu/Faculty/york/grs.bmp

PERLMUTERS (1969) CLASSIFICATION

Ethnocetric Perlmuters (1969) classification

Polycentric

Geocentric

Regiocentric (Heenan and Perlmuters, 1979)

COUNTRY CLUSTERS

Sources: http://www.stepmap.de/la ndkarte/europeancountry-clusters-3151252.png

Big contenttttttttttttttt

ACQUISITON

MERGER

http://www.dreamstime.com/stock-photography-merger-and-acquisition-image2335052

COMPANY DaimlerBenz

COMPANY Chrysler

COMPAN Y Google

COMPANY Motorola

COMPANY A AND COMPANY B FROM TOGETHER THE NEW

COMPANY A BUYS COMPANY B

DAIMLERCHRYSL ER

GOOGLE

22

MERGERS AND ACQUISITIONS IN US BILLIONS

UNCTAD(ed.). World Investment Report,2006 (New York and Geneva: United Nations , 2006).

PHASES AND HRM ROLES

Pre M&A phase
Identification of people related issues Working out cultural and organizational fit

Due diligence phase Integration planning phase Implementation phase

Estimating people related saving and costs

Employee culture sensitive communication strategy Helping the organizaton to cope with change

Managing cultural change Helping the organizaton to cope with change

Diversification

Corporate growth

Globalization

Strengthenin g market position

Exploiting new market opportunities

Cultural integration

Retention of key talent

selecting the Management team

Effective communication

Managing the transition

Language barries

EFFECTIVE COMMUNICATION

AIM:Alleviate the
anxiety and stress that accompany every acquisition INFERIOR

SUPERIOR SUPERIORI TY VICTORY OF POWER

FEAR BETRAYA L ANGER

http://www.buzzle.com/articles/how-do-mergers-and-acquisitions-affect-

EFFECTIVE COMMUNICATION

1 2

Training For Dealing With Stress

How? Conferences Seminars workshops How? Lunch gatherings Company intra-nets Emails How? Forming teams to share knowledge

Transparent information Freely communication

3 4

Gathering people from 2 companies Break down stereotypes

Communicate a vision throughout the company

RETAINING KEY TALENTS Effective WHY: and open communication

1. 2. Insufficient attention Financial inevitably move in and the best Headhunters Incentives will exit first because they have other choices options stock

retention bonuses
Offering them opportunities for responsibility

STRUCTUREEEEEEEEEEEEEE WOMEN WOMEN WOMEN WE ARE THE BEST FEMINISIM

Labor force participation and employment rates are

as of Dec 2010

LOW

http://www.artinnewyorkcity.com/2011/10/03/one-in-four-group-show-at-lolita-bar/

TILL THE LATE 19TH: 1930s

Rigid division of labor and political rights Social Rural women & Education women for in legal areas Equalization domestic vote and be Right to services elected

HISTORY

http://yenisafak.com.tr/Aktuel/?t=11.05.2008 &i=116522

http://aaconstitution.blogspot.c om/2010/11/amendment-19womens-suffrage.html

PROFILE OF LowWOMAN paid

Labour intensive (textile) Informal sector Entrepreneurship

http://gloriafeldt.com/2011/03/07/%E2%80%9Cit%E2%80 %99s-her-choice%E2%80%9D-%E2%80%93-really/

NON-AGRICULTURAL LABOR FORCE PARTICIPATION OF WOMEN 1950-1975 IN PERCENTAGE

Active Females as %of Total non ag labor force Nonag. Femal e labor as %of active female Total Non-ag. labor In total Active populatio n

Women in statistics 2010- Turkish Statistical Institute, Ankara-April 2011 Publication number: 3518

Turkish Statistical Institute. (2011). statistiklerle Kadn Women in Statistics 2010. Ankara: Turkish Statistical Institute, Printing Division.

AS 0F 2008
Only 5.4% of women are employed in urban areas as decision makers, senior managers and directors
Gender-based division of labor Patriarchal mindset More time spent on daily household chores Insufficient child and elderly care public services

http://aizatshaari.blogspot.com/2009/09/gender-discrimination.html

TURN OVER RATE ATTACHMENT TO WORK

HIGH LOW

WHY?
DOMESTIC RESPONSIBILITIES RELIABILITY
WITHDRAW FROM WORK WHEN GET MARRIED AND BECOME MOTHER

ARTICLE 68UNDERGROUND AND UNDERWATER

MAN SOURCE OF THE FAMILY INCOME:

MOTHER AND HOUSEWIFE

NOTE: LABOR FORCE INACTIVITY OF WOMEN NORMAL LEAVE FOR DOMESTIC REASONS

Improve

EDUCATION LEVEL
8 TO 11 YEARS

INCREASED prosperity& closed gap

HISTORY OF WOMEN IN THE WORK PLACE IN BRITAIN

Beniftis of War in 1918 for women:
Condtions

Oportunity for women to work

Wages

Wider range of occupations

Independance

DISCRIMINATION
Discrimination
Mainly against mothers Also against women who chose non traditional patternas of work Government cuts
Women in the workplace today

Glass ceiling affect

WOMEN AS ENTRPRENEURS

Women are not risk averse Prefere flexible working hours

Avon school of economics predicted a doubling in female entrepreneurs

LANS WOMENNNNNNNNNNNNN

WOMEN AS ENTRPRENEURS
DISCUSSION