(lek to 24a rotes Do oncintees |. What is HUMAN RESOURCE MANAGEMENT - the strategic and coherent approach to the management of an organization's most valued assets - the PEOPLE working there individually and collectively. Why HUMAN RESOURCE MANAGEMENT iy | sueivenioce| — | | Limited availability | Proveruptenion =f George Elton Mayo ~ Father of Human Resource Managementi Chk to 244 notes sa tenon PD Type hereto search * Importing and Exporting the buying and selling of goods and services with organizations In other countries. | Importing sporting Dore country Lines indicate counties involved in importing from and exposting to the hame county| = Mutiationa isan organization tharopérate branches and business units in different countries. 1 Mulintional Enterprise Bi Home country + Localoncl options some ae located hn hore cunt ote aE DP ortarcsniesOlek to add rates sé teh DP csccimaviiars Ae haa acme Le ag (Ways to participate in intemational business) * Importing and Exporting the buying and selling of organizations in other goods and services with countries, | Importing Exporting Wioce canty Lines indicate countries: iecbele isg ton and exporting 10 the home aayEMPLOYERS IN THE GLOBAL MARKET (Ways to participate in international business) * Importing and Exporting the buying and selling of J goode and services with organizations In other “ eoanartes | tmportng Exporting GiHtore county =a {esi ae cu ws note in apo ara exporting ia the tame uty ek tg ad rete Pe oaeanatwncees+ Multinational is an organization that operate branches and business units in different countries. 1 Multinational Enterprise Bi Home country + Location o oprations some are cated in Home country), |e chek to ad rates = CERBid? viv HAM» Macros Pow ren ot tt * Global organization - an crganization having corporate units in a number of countries that are integrated to operate worldwide, M, Global Organization tone county + Operations % Headquarters (Chek to add rotes = meeOlek to add rates a PeasDN ca ccxcicea + Cek to add rotes Vil. xl XL iL xv. Recruitment/Selection in International Staffing a. Types of Global Staff Members b. Approaches of Global Staffing Criteria for Selection of Employees for foreign assignment Stages in Expatriation selection Expatriate preparation and Development Program Compensating Expatriates ‘Compensating Host Country Nationals Global Human Resources Developmentx [ ; |. What is HUMAN RESOURCE MANAGEMENT - the strategic and coherent approach to the management of an organization's most valued assets - the PEOPLE working there individually and collectively. Why HUMAN RESOURCE MANAGEMENT a. siteawenione| | | Limitedavaitabitity | Proper utilization E George Elton Mayo — Father of Human Resource Management + Cie to add notes DP senaraners(ck to ada rates 7 |. What is HUMAN RESOURCE MANAGEMENT - the strategic and coherent approach to the management of an organization's most valued assets - the PEOPLE working there individually and collectively. Why HUMAN RESOURCE MANAGEMENT. sittine| | | Limited availability | __ Proper utilization George Eiton Mayo ~ Father of Human Resource Management(ck to add rotes OBAL HUMAN RESOURCE MANAGEMENT - The process of employing, developing and rewarding people in intemational or global organization. An organization in which operations takes place subsiciaries overseas. Or manages its business internationally It combines knowledge of business, culture, history and social practices to help companies find ther niches in the inxernational community.Gk to na peter OBAL HUMAN RESOURCE MANAGEMENT - The process of employing. developing and rewarding people in intemational or glotal organization. An orgarization in which operations takes place subsiciaries overseas. Or manages its business intematonally | It combines knowledge of business culture. history and social practicos m reip cormpanes find ther niches in the Interriatanal comma. |Bide vie GHA Moone Remehitt a a= i HUMAN SOURCE IACEME Re HUMAN RESOURCE MANAGEMENT : + Grek toad votes Bo cncWe omer ce 1. cick to add notes + Multinational is an organization that operate branches and business unhts In different countries 1. MulinationalFnterprise ve . in rc th ; b © |ocatiawer operanars ste ae Hoe wwhnane countryIV. EMPLOYERS IN THE GLOBAL MARKET (Ways to participate in international business) + Importing and Exporting the buying and selling of goods and sorvices with organizations countries. in other | Importing Exporting, Dome country Lines indicate counties involved in importing from and exporting to the home country. _ Le chk to add notes in Sn 2 Typehereto searchAd dae Bl aeime MeL ae (Ways to participate in intermational business) * Importing and Exporting «ie buying and selling of goods ard services with organizations in othe: enor ees, | prt Exporting Dione couniy Lye ial nvertin eg ron nud xpath Lame cana, (Och to 340 rots Pe errocetareivechVe tetas acetals eGo. ls a framework for cross-cultural communication It describes the effects of a society's culture on the values of its members and how these values relate to behavior 2 INTEMMATIUMAL ARAIVRLS (hck to add rotesHid os GHRM - Microsoft Power Long term orientation: stands for fostering of virtues cnentad towards: fut ewards through persavance seed hit + Gk to add rotes | aoir GHEM - Mcrosoh Pomertoin o ee dulie hae ate iaLai + The “Balance Sheet Approach” Home-country groups of expenses—income taxes, housing, goods and services, and discretionary expenses—are the focus ot attention. The employer estimates what each of these four expenses is in the expatriate’s home country, and what each will be in the host country The employer then pays any differences such as, additional income taxes or housing expenses ik to 2 rotes once EES a a PD Typehereto search‘cal c— — BB =P a0 pat 9 me =a om tome Be ea ae ~— — ee om a jn. — see oe 5 vo Jee Pei enti , — fe sgh ii Waited 3809" is EE oer seg er con, EEEGLOBAL HUMAN RESOURCE MANAGEMENTClk to ad rates Pn eaiecsiee Rr ion of G = Resource Management/IHRM » THRM isthe process of procuring,allocating and effectively utilizing human resources in multinational corporationSon [aes x F i - SEE = What is Global Human Resource Management Asa field itis about: the understanding, researching, | applying and revising all human resource activitiesin their internaland external contextsas they impact | the process of managing human resources in | enterprises throughout the global environment to } enhance the experience of multiple stakeholders, including investors, customers, employees, partners, + suppliers, environment, and society. Chek toa rots es aBid o-ois Globat HM - Micros PowerPoint = Forms of International HRM ee © Operation of parent-country firms * Operation of foreign firmsin the homecountry © Operation of Third party nationals » Employment of foreign citizens (or recentimmi and/or their families rants, ae a ee eee Olek to ad rates ae atin ee on 2 Type hereto serchBids-o soba HAM Me + Grek toad rotes De orator Strategic objective of GHRM/IHRM » Problemof integration.(HQ tw Subsidiary) » Problemof differentiation (Flexil practices) yin policiesand » Involvesconstantly changing perspectives » Requires more involvementin employeespersonal lives * Isinfluenced by more externalsources.Strategic objective of GHRM/IHRM * Problemof integration. (HQ to Subsidiary) * Problemof differentiation.(Flexil ici practices) * Involvesconstantly changing perspectives * Requires more involvement ives employeespersonal Is influenced by more externalsources. * Involvesa greater level of risk than typical domestic HRM (lek to add rotes OP epcraxsi nachBio: os (Global HAM Mi a ews : Serer Strategic objective of GHRM/IHRM * Problemof integration.(HQ to Subsidiary) © Problemof differentiation, Flexibility in policiesand practices) © Involvesconstantly changing perspectives » Requires more involvement di » Is influenced by more external sources. * Involvesagreatenlevel of risk than typicaraomestic HRM employees personalXi, COMPENSATING EXPATRIATES + The “Balance Sheet Approach’ Home-country groups of expenses—i taxes, housing. goods and services and | scretionary expanaes—are the foc\is of attention, The srupiover estimates, wrmteachy of these four empenses if the eepamnate’s home counny, ana shat each wil be in the-hest couritry The einpleys then pays-any diMerences eush s© siattiona| nyoor (lek to add rotesbe cee BE ee lb WSS Gy Soe TL pr use A ee | at Strategic objective of GHRM/IHRM — * Problemof integration.(HQ toSubsidiary) * Problemof differentiation (Flexibility in policiesand practices) © Involvesconstantly changing perspectives ‘* Requires more involvement lives employees personal | + Isinfluenced by more external sources. = Involvesagreater level of risk than typical domestic HRM + Ck toad rotes ssi | 2 - ar ooalcs: Oey, : “DIFFERENCES BETWEEN DOMESTICAND | } INTERNATIONALHRM | © Responsibility for greater numberof act © Need for greater level ofexpertise + e.g-employmentlows + Necessity forclaser involvement withemployeeste.9, expatriate families © Greatly expanded and different mixo! emplayees » Having to deal with niore external influences » Having toface gtee svexposure m probleras.anul diflicalties (lick to add rotes a Un EnEBid4-o- ‘Global HM DIFFERENCES BETWEEN DOMESTIC AND | INTERNATIONALHRM Responsibility for greater numberof activities Need fargreater levelafexpertise + e-g.employment lows © Neces expats 1 forcloserimalvementwith employees (e.g cefamilies = Greatly expanded and different arivaf employees © Having to deal with more extemal influences © Having to face greates exposure to problemsand difficultiesmoe 8 YEE sace pa * re se 2 ; ——S = x er a F DIFFERENCES BETWEEN DOMESTIC AND I — INTERNATIONALHRM | = Responsibility for greater numberof activities | © Need for greater level of expertise + e.g. employmentlaws Se + Necessity forcloser invalvementwith employees(e.g expatriate families © Greatly expanded and different mixof employees * Having to deal with more externalinfluences + Gek to add roteseeaty ow Ka BUS em a km = DIFFERENCES BETWEEN DOMESTIC AND INTERNATIONALHRM = Responsibility for greater numberof activities » Need for greater levelofexpertise + eg-employmentlaws © Necessity forclaser invalvement with employees (e.g, expatriate families » Greatly expanded and different mixof employees © Having to deal with more external influ » Havingiy fae ces. (ick to 34a rotesBid 9° 0)* ‘Global HRM - Micosclt FowesPee ee BLUS mie A DIFFERENCES BETWEEN DOMESTIC AND ! INTERNATIONALHRM . | | Responsibility for greater numberof activit | Need for greater level of expertise | | +2 employmentlaws Necessity foreloser involvementwith employees e.g expatriate families © Greatly expanded and different mixof employees » Having to deal with more external influences © Having to face greaterexposure to problems and difficulties + Ck to add rotes P Type hereto senrchae BLU Smee a = : ro Wirrosches toc RMSE » Ethnocentri¢. | ‘The MNC simply exports HR practicesand policies | from home contrary to Subsidiaries in foreign location. |» Polycentrié | HR policiesare adapted to meet the circumstancesin each foreign country, ‘The subsidiariesare basically independent from headquarters, | Regiocentric | HR policiesare coordination within the region toas | greatextent as possible. | » Geocen ic. I HR policiesare developed to meet thegoalsof global i == networkof home country locationsand foreign : subsidiaries. : ___| +, ck to 26a notes ey | : “a RESET© Ethnocentric. ‘The MNC simply exports HR practices and policies | from home contrary 0 Sul Pee Dl location, | * Polycentric HR policies are adapted to meet the circumstances in each foreign country. The subsidiaries are basically independent fromheadquarters, » Regiocentric HR policiesare coordination within the region to as, greatextent as possible. © Geocentric. HR policiesare developedto meet the goals of _ global network of home country locations and foreign subsidiaries. lL [Chk to add notes shennan sconce, EEE sidiaries in foreignBide: x [oe x + Gk to add rotes * Ethnocentric. {The MNC simply exports HR practices and policies fiom home contrary to Subsidiaries in foreign location. * Polycentrie HR policies are adapted to meet the circumstances in each foreign country. The subsidiaries are basically independent from headquarters. » Regiocentric HR policies are coordination within the re greatextent as possible. © Geocentric. n to as 5 = MBalsof global — and. foreign | | 1 | a ee |Bid: oly Globes HEM - Micos PowerPoint o | | Global Human resource management (GHRM)refers —_ to the activities an organization carries out to utilize effectively its human resources in internationally. ‘These activitiesinclude: = determining the firm's human resourcestrategy —— * staffing * Performance evaluation © management development = = compensation » laborrelations 15) Chek to ads rates PRS ite siearesChek to ada rotes PP oa nia: Factors affecting GHRM/IHRM » Cultural Factors » EconomicRisk » EconomicSystems © Legal environmentand IndustrialRelation * Multi-National Employer * Multicultural workforces = Expatriate workassignment= THE STRATEGICROLE OF INTERNATIONALHRM Success in international business requires that HRM. policies becongruentwith the firm’sstrategy —————— b Ck to add rates sea‘Ste | Cine * ° »_—- : TRAINING AND MANAGEMENT DEVELOPMENT — «Training begins where selection endsand it focuses | upon preparing the managerfora specific job | Management developmentis concerned with - developing the skills of the manageroverhis or her carver with thefirm: » : i ell : | l «| Ck to add rotes ‘ase hee tn D Typehereto searchTRAINING AND MANAGEMENT DEVELOPMENT —— raining begins where selection endsand it focuses upon preparing the managerfora specific job * Management development is concerned with developing the skills of the manageroverhisorher career with thefirm Cee + Gk toast rotes |Bde-os ‘Global HRM - Micasoft FowerPuint [chk to.add notes BPP 0 ype necetoseuch xe TRAINING AND MANAGEMENT DEVELOPMENT. nd it focuses fic job Training begins where selectionend upon preparing the manager fora spec Management developmentis concerned with developing the skills of the manageroverhis orher career with thefirm ee