3 IHRM INFOERA Assignment 2 answer example .ppt

8/8/2019 3 IHRM INFOERA Assignment 2 answer example .ppt

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Introduction: Define international human resource management

(IHRM)

Understand ho cor!orate strateg" influences IHRM

#$!lain the ma%or IHRM functions& recruitment andselection' training and deelo!ment' !erformanceealuation' com!ensation and enefits' and laorrelations

Discuss additional s!ecial concerns of managinge$!atriate em!lo"ees


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International Human

Resource Management

(IHRM) The management of human resources

in global corporations

The management of expatriate

employees

The comparison of human resource

management (HRM) practices in a

variety of different countries


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+!!roaches to Managing

and ,taffing ,usidiaries Ethnocentric

Home country approach

olycentric

!ocal approach

Regiocentric

Regional approach

"eocentric#"lobal

"lobal approach


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.hoosing an +!!roach to

IHRM

$orporate international strategy olitical and legal concerns

!evel of development in foreign locations Technology and the nature of the product %rgani&ational life cycle 'ge and history of the subsidiary %rgani&ational and national cultural

differences


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Recruitment and ,election

rocesses through hich an organi&ation

taes in ne members

Recruitment'ttracting a pool of *ualified applicants for

the positions available

+election

$hoosing the candidate hose

*ualifications most closely match the ,ob

re*uirements


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.lassif"ing #m!lo"ees

arent $ountry -ational ($-) Host $ountry -ational (H$-)

Third $ountry -ational (T$-)


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he Influence of Managing

and ,taffing +!!roaches Ethnocentric approach

$-.s usually staff important

positions at head*uarters and

subsidiaries

olycentric approach

H$-.s generally or in foreign

subsidiaries

$-.s manage head*uarters

positions


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he Influence of Managing

and ,taffing +!!roaches Regiocentric approach$-.s and managers from the

region/either H$-.s or T$-.s/

staff regional head*uarterspositions

H$-0s primarily staff localsubsidiaries

"eocentric approach$hooses the most suitable person

for a position


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,electing the Right

.andidate

-eed a balance beteen internal

corporate consistency and

sensitivity to local labor practices

$onsider cultural values

Must comply ith local labor las


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raining and Deelo!ment

lanned individual learning1organi&ation development1 and

career development


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Delier" of 4rograms

5orldide

$entrali&edEthnocentric 2 training originates

at head*uarters and corporatetrainers travel to subsidiaries"eocentric 3 training develops

through input from both

head*uarters and subsidiary staffand trainers could be from anylocation


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Delier" of 4rograms

5orldide

4ecentrali&ed

Training on a local or regional basis

!ocal people develop trainingmaterials and techni*ues for use in

their on area

Effective training considers culturalbacground of trainees


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Deelo!ing 6loall" Minded

Managers

$ompanies hose $E%0s have

international assignment

experience are better performers $ompanies must identify managers

ith global potential and provide

them various training and

development opportunities


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erformance Evaluation

+ystematic appraisal of

employees. performance ithin the

organi&ation 4epends on overall HRM strategy

+hould consider cultural

influences


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.om!ensation and 7enefits

4evelops and administers the salary

system and other forms of remuneration

$ompensation and benefit levels reflect

local labor maret conditions

$ompany usually develops policy to

offer salaries and benefits representing a

specific maret level $ulture influences value put on various

compensation and benefit practices


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aor Relations

Identifies and defines the roles of

management and orers in the

orplace

In many countries1 governmentregulated

5nions organi&ed at the local1 company1

regional (ithin country)1 or national

level

-umber of orers ithin a country ho

are union members varies


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Managing #$!atriates

Must deal ith the complexities of

employing and moving people

outside of their home countries $ost a ma,or factor


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#$!atriate 9ailure Rates

-umber ho do not remain abroad

for the duration of their assignment

6aries by country and gender 7ailure rate correlated ith the

rigor of selection and training

procedures


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#$!atriate ,election

8estern European1 9apanese

multinationals emphasi&e technical

competence and ability to acclimate

-orth 'merican corporations select

mainly on technical competence

ehaviors successful at home may not

or abroad revious experience abroad may or may

not predict future success


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.ross-.ultural raining

Methods

Explain the ma,or aspects of the host country

culture1 including customs1 traditions1 every day

behaviors;

Explain the history1 geography1 economy1

politics1 and other general information about the

host country and region;

ortray a real3life situation in business orpersonal life to illustrate some aspect of living

or oring in the host culture;

$ultural riefings

'rea riefings

$ases


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.ross-.ultural raining

Methods

Role laying

$ulture 'ssimilator

7ield Experiences

'llos the trainee to act out a situation that he

or she might face in living or oring in the

host country;

rovides a ritten set of situations that the

trainee might encounter in living or oring in

the host country; Trainee selects one from a set

of responses to the situation and is given

feedbac as to hether it is appropriate and hy;

rovide an opportunity for the trainee to go to

the host country or another unfamiliar culture to

experience living and oring for a short time;

H ,i i l 9 I fl h


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Ho ,ituational 9actors Influence the

,election of a .. Method

4egree of Training

Rigor

High

!o

High

!o

!o High

$lassroom !anguage Training

7ilms7'$T5'!

oos!ectures

'rea riefings

$ase +tudies$ulture 'ssimilators

+ensitivity Training

'-'!


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.ross-.ultural +d%ustment

Expatriates must ad,ust to ne or

situation1 interactions ith locals1 and

ne general environment

$ompany can facilitate ad,ustment by

providing training for expatriates and

their families before and during the

assignment

Expatriates often experience cultural

shoc


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.ulture ,hoc: ."cle

!o

High

> ? @ A B C

Months in a -e $ulture

M o o d


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#$!atriate #aluation

9ob abroad may include more than

hat it does at home

+enior expat managers oftenevaluated on financial performance

of subsidiary


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#$!atriate .om!ensation

Influenced by general corporate

compensation policy

Expats usually receive extracompensation and benefits

4ifferent pacages offered in

different locations


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"!ical #$!atriate 7enefits

%verseas premium

Housing alloance

$ost of living alloance ($%!') Moving expenses

Tuition for dependent education

Home leave Tax reimbursement plans


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#$!atriate Reentr"

Reverse culture shoc common

Many organi&ations fail to

successfully manage expatriatereentry

Individuals may pursue

boundaryless career %rgani&ations can help to ease

reentry


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.hanges in 6loal Moilit"

-e types of cross3border

employee transfers becoming

popular Most important ob,ectives for

cross3border transfers to transfer

sills and noledge and to

develop and manage global

competencies


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.onergence or Diergence;

!arge corporations.

preference for

consistent

orldide systems

+maller companies.

desire for more

professional

systems

-eed to follo

local HRM las

4evelopment of

uni*uetechni*ues and

practices to suit

local cultural and

legalre*uirements


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.onclusion&

Im!lications for Managers

#er" international manager has

res!onsiilit" for effectiel" managing

human resources' therefore must

understand IHRM functions

3 IHRM INFOERA Assignment 2 answer example .ppt

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