HRM Unit -6 International HRM

By: Prof. Ankita Sharma

 Internatonal HRM
 When Human Resource Management assumes a global perspective, it
becomes cross-cultural human resource management or international
human resource management.
 IHRM is about the worldwide management of Human Resources. It
examines the way in which international organizations manage their
human resource across these different national contexts.
 IHRM is simply HRM on a Larger Scale.
 According to Tapomoy Deb, “ International Human Resource
Management may be defined as a strategic process of managing a global
and diverse pool of talented people in such a way as to achieve aims and
objectives of the organization both at parent and subsidiary levels
successfully , follow ethical practices on human and business issues and
be adaptable to local culture norms and other human needs and
aspiration”.
HR in comparative Perspectives

 Comparative HRM is largely concerned with

questions about why and to what extent there are
differences in HR practices across countries.
International HRM is more focused on issues
associated with the management of employees
across national borders in multinational
corporations (MNCs).
 Challenges Faced by HR Global
Managers
 Culture and Communication:
 Different Organizational Cultures
 Labor Law Conflict:
 Talent Gap:
 Interest Conflict
 Ethics and Values:
 Managing Change:
 Work Culture:
 Managing Low Attrition Rate:
 Balancing work and personal life:
 Suggestions to Solve HR Issues for Global
Workforce
 The Management of Workplace Diversity
 Planning a Mentoring Program
 Organizing Talents Strategically
 Control and Measure Results
 Motivational Approaches
 Gain-sharing
 Executive Information Systems
Cross National Variations in Acquisition
 Acquisition Planning Strategy
 Political Concerns
 Cultural Change
 Legal Consideration
 Tax and accounting consideration
 Due Deligence
 Recruitment
 Recruitment is the discovering of potential
applicants for actual or anticipated
organizational vacancies.

 According to Edwin B. Flippo, “

Recruitment is the process of searching for
prospective employees and stimulating them
to apply for jobs in the organization”.
 Performance Appraisal
 Performance appraisal or performance
evaluation is a method of evaluating the
behavior of Employees in the work spot,
normally including both the quantitative and
qualitative aspects of job performance.
 According to Mondy et al., “Performance
appraisal is a system of review and
evaluation of an individual’s (or team’s)
performance”.
 Training and development
 Training is a Short Term Process of learning a
Sequence of programmed behavior. It is Application
of knowledge and gives people an awareness of rules
and procedure to guide there behavior .
 It helps in bringing about positive change in the
knowledge ,skills and attitudes of employees towards
the requirements of the job and organization.
 Thus ,it bridges the difference between job
requirements and employees present specification.
 Labor management
 A labor management system provides labor productivity reporting
and planning capabilities. The planning capabilities provide the ability to
analyze workforce requirements given a certain amount of work to be
performed and a standard unit of time to perform each element of work.
Labor productivity planning capabilities provide the ability to measure and
report the performance of individuals, groups or facilities vs. a predefined
standard for performing each defined element of work.
 An LMS is software that takes employee activity data and reports
productivity levels on a group of employees, or individual employees.
Having an LMS helps organizations optimize workforce productivity by
gaining visibility where their workforce labor dollars are being spent
and how to optimize their labor.
Benefits of LMS