Free Powerpoint Templates

• Staffing
• Employee relations
• Work structure
• Compensation & benefit
• Training/staff development
• Performance management
• Talent development
 •Loyal
•Hardworking
•Perform the job

Employer Employee
(zaměstnavatel) (zaměstnanec)
 •Job security •Loyal
•Steady pay rises •Hardworking
•Financial security •Perform the job

Employer Employee
(zaměstnavatel) (zaměstnanec)
 •Develop needed competencies
•Apply them efficiently
•Be flexible

Employer Employee
(zaměstnavatel) (zaměstnanec)
 •Support skill development •Develop needed competencies
•Recognise contribution •Apply them efficiently
•Pay fairly, and •Be flexible
•Share in the success

Employer Employee
(zaměstnavatel) (zaměstnanec)
“---- as a subject of study assumes that
the interests of employees and
employers will coincide and is
preoccupied with the shared goal of
organizational effectiveness that
marginalizes the interests of other
stakeholders such as employees.
- Bach (2005) P. 4
Strategic objectives - the strategy is supposed to
achieve

A plan of action - the means by which it is intended

that the objectives will be met

Resources Core business Organisational

of the objectives
Organization

HR supporting
Organisational
objectives
Employees are viewed as the organisation’s most valuable resources
HRM is mainly a line management responsibility and is closely linked to performance
management

HRM is value based - gains commitment to the organisation’s mission and values

HRM is based on documented policies

HRM believes employees share the same interest as employers

HRM is strategic - identifying critical areas to develop and ensure success

HRM is steered by objectives, follow ups

HRM is process oriented

Performance assessment for continuous improvement

TRADITIONAL
• selection and recruitment
• training and development
• pay and conditions
• industrial relations
• employee welfare
• occupational health and
safety.
MODERN
• Strict and rigorous selection and
recruitment .
• High level of training, especially
induction training and on the job
training.
• Multi skilling.
• Better management-worker
communications.
• Encouragement of employee
suggestions and innovation.
• Single status symbols such as
common canteens and corporate
uniforms.
 Human resource Human resource Organizational outcomes
management policies management outcomes

Organisation and job Strategic integration High job performance

design.
Management of change

Recruitment, selection and Commitment High problem solving,

socialization change and innovation

Appraisal, training and Flexibility/adaptability High cost-effectiveness

development

Reward systems Quality Employee satisfaction,

Communication motivation and recognition.
• Employees for Lease
• Moonlighting by Employees
• Dual Career
• Flexi-time & Flexi-work
• Non-smoking policy
• Management Participation in Employees' Organizations
• Collective Bargaining
• Collaborative management.
Simple definition is ‘the process of managing people in international
settings’

Scyllion (1995) defined IHRM as ‘the HRM issues and problems arising
from the internationalization of business, and the HRM strategies,
policies and practices which firms pursue in response to the
internationalization process

IHRM is the management of HR in business operations in at least two

nations
 International
Mergers and
Acquisitions

Importance of Global
Foreign Human Global
Human Resources
Resources Management Competition

Market Access
Opportunities
 IHRM Domestic HRM

Address a broad range of HRM activities Address a narrow range of HRM activities

HR issues relate to employees belonging to HR issues relate to employees belonging

more than one nationality to single nationality
Greater involvement of HR manager in the
Limited involvement of HR manager in
personal life of employees
the personal life of employees
Greater exposure to risks in International
assignments Limited risks in domestic assignments
Has to manage several external factors such
as government regulations of foreign country Limited external factors to deal with.
 Factors Affecting International HRM

Economic
Education
Systems

Political-
Culture Legal
Systems
IHRM
• International HR Policy
• International staffing
• Pre-departure training for international assignments
• Repatriation
• Performance management in international assignments
• Compensation issues in international assignments
• Proper country orientation
• Culture
• Religion
• Language
• Gender and Diversity sensitivity
• Strong organizational values
• To help the IHRM employee to assume job
responsibilities and be effective as soon as possible
• To facilitate cultural adaptation as quickly and as
effectively as possible
• 3 elements of T&D programme
1. Language training
2. Cultural training
3. Managing personal and family life
• Organizations can follow 3 practices
1. Create knowledge and develop global leadership skills
2. Ensure that candidates have cross-cultural skills to match their
technical abilities
3. Prepare people to make the transition back to their home offices
Performance Management in International Assignments
Performance is the combination of several factors
– Compensation Package
– Task Assigned to the Expatriate
– Headquarters' Support
– Environment
– Cultural Adjustment
Components of expatriate compensation
– Home leave and travel allowances
– Children’s education allowance
– Currency differential payments
– Relocation allowance
– Housing allowance
– Cost of living adjustment
– Payments to protect from negative tax consequences