Three perspectives of IHRM -‐ Cross Cultural Mgmt -‐ IHRM in multinational context -‐ comparative HR und IR system
1.1 GLOBALIZATION
-‐ development of knowledge economy -‐ competitive advantage: how people become “strategic” o industrial economy: labor money & materials o post industrial economy: human knowledge & other intellectual resources
Key features of globalization -‐ greater integration & interdependency of national economies; leading to freer movements of goods, services, money, peope & knowledge -‐ rise of regional integration blocs (trade etc.) -‐ growth of global investment & financial flows -‐ convergence of consumer lifestyles & preferences -‐ globalization of production
Three different views on Globalization -‐ economic level – trade liberalization worldwide -‐ industry level – varies: highly standardizied vs. locally focussed -‐ organization/product level – brands modified to suit consumer preference
Evolvement of managerial orientation in multinational businesses -‐ Evolve from: o ethnocentric: favors use of managers from parent country o polycentric: favors use of managers from host country -‐ Then to: o regiocentric: stylized around regional tastes & preferences o geocentric: selects managers based on best people for job irrespective of location
Changing role of HRM -‐ traditional: HR as Personnel Manager -‐ Modern: HR as Strategic Partner o cultural change for innovation o create strategic alternatives o HR systems with strategic assets o contribute to orga’s core competence
Supporting & Shaping Business Strategy
Strategically reactive HR
Structure & Modes of INT.
IHRM Issues & Functions
Export Sales subs. & foreign branches
Limited IHRM involvement Staffing with PCNs & HCNs; cross cultural training Transfer of technology & mgmt. knowhow to HCNs Coordinating IHRM with domestic HRM subsidiaries Mix of TCNs, HCNs & PCNs; complex knowledge transfers Mgmt. progression; staff loyalty Increased complexity; equity issues
Foreign production Global product division Transnational structure International alliance Inter-‐organizational networks
Additional dimensions of IHRM -‐
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Greater range of HR activities More involvement in personal lifes (relocation of whole
the roots are traced back to the concerned people. They may include corruption, mismanagement of a corporation’s fund, age difference as well as the other ethical matters that govern a society. Decision making by the MNCs are influenced by the international as well as the national guiding frameworks in political, social, economic as well as the technological contexts. Multinational corporations consistently strive to unify the strategies adopted for dealing with the human resource within the different…
Human resources management (HRM) or what so importance of it? According to Wall and Rees (2004, p.276-277), cited by Poole (1990) people are greatest asset for an organization, consequently; poor human relationship will create conflict and lead to poor performance toward the company. Noe, Holienbeck, Gerhart, and Wrigt (2006, p.5) said that HRM is a strategic, policies or practices to influence the people in an organization toward their company mission and vision. Thus, HRM is responsible for HR planning…
International Journal of Business and Social Science Vol. 5, No. 9; August 2014 Dynamics of HRM Practices and Organizational Performance: Quest for Strategic Effectiveness in Pakistani Organizations Attique Arshad MS Scholar University of Management and Technology Professor Dr. Sarwar Mehmood Azhar Director PhD & Centre for Graduate Research University of Management and Technology Khurram Jawad Khawaja MS Scholar University of Management and Technology Abstract Purpose: Effectiveness of HRM strategy…
ventures and wholly owned subsidiaries located in different parts of the People's Republic of China. A positive relation was found between firm performance and the extent to which firms used a 'high-performance' HRM system as well as the degree to which they engaged in the integration of HRM and firm strategy. Keywords Human re.source management; organizational performance; China; multinational corporations. Explaining variations in performance is one of the most enduring themes in the study of organizations…
Strange Development In HRM In recent years, there has been a strange development in HRM throughout the earth. The growing sense, value of coming out of markets strongly suggest that the good outcome of HRM managers in the 21th hundred depends on the degree to which they undergo growth at getting rightly looking upon the driving power of managing HRM in different parts of the earth. The international man-like useable thing managers of a business is put into an international general condition, which…
requirements to the skills and abilities of its human resources. I try to investigate the History of the Human resource management, evolvement to the global status, emergence of International Human Resource Management and also going through International Human Resource management challengers and features of my familiar international organization. Personnel Management The techniques worn to deal with (hire/ fire) workforce of any organization, so as to raise their assessment. Personnel management techniques…
successful Human Resource management has proved to maximize services, profit margins and the entire work profile of various consortiums, companies and multi-national firms. I believe HRM is simply the process of hiring and developing employees to ensure they become valuable to the organization. Another school of thought explains HRM more explicitly as an organizational function that aims to maximize employee performance in…
chapter are to: Summarise the developments in the field of human resource management (HRM) Examine what strategy is Highlight the growth and nature of strategic human resource management (SHRM) Examine the linkages between organisational strategy and HRM strategy Match HRM to organisational strategy Discuss the main perspectives on SHRM and organisational performance. What is HRM? Developments in the field of HRM are now well documented in the management literature (see e.g. Boxall, 1992; Legge, 1995;…
“Global HR.” Students will respond to: Identify the factors that most strongly influence HR planning in international markets. The factors affecting HRM in international markets are culture, education, economic systems and political – legal systems. * Culture affects a country’s laws, values, people’s economic systems and efforts to invest in education. Practices that are effective in some countries are ineffective in some other countries. The five dimensions of culture are individualism/collectivism…
Manchester Metropolitan University Business School Working Paper Series Cindy Wang HRM Research Group Human Resource Management in Transition: A study of MNEs in China WPS035 October 2002 The Business School of the Manchester Metropolitan University is one of the largest business schools in the UK comprising more than 150 academic staff organised into eleven thematic research groups. The Working Paper series brings together research in progress from across the Business School for publication…
