Non-Government Organizations (Ngos)

The “International Human Resource Management for NGOs” here aims to make small and
medium-sized NGOs understand and assess organizational behavior and functioning; manage
organizations through planning, implementing and monitoring activities strategically; improve
the performance of their staff; build effective management systems, policies and plans and
improve long-term sustainability and resource mobilization.

We noted that the globalization of trade and business has provoked a vigorous debate within
national states with events such as anti-globalization rallies and protests. The activities of
environmental groups illustrate how these organizations have also become internationalized and
interact with the key MNEs in a range of global industries. For example, a visit to the home page
of Greenpeace International illustrates the range of issues and industries that this NGO is
focusing on and the key MNEs in various global industries that Greenpeace is seeking to
influence. Recently, the importance of NGOs was recognized by The Global Journal.

which released its inaugural ‘‘Top 100 NGOs’’ list. The top 10 NGOs in this list contain some
well-known NGOs such as The Wikimedia Foundation, Oxfam and Care International but it also
contains NGOs that are less familiar such as BRAC (formerly known as the Bangladesh Rural
Advancement Committee) which is now a global organization with over 110 million
beneficiaries. This diversity of activities and focus across a range of industries further illustrates
the impact and influence of NGOs which will continue to be of importance to the activities of
MNEs

Why is International Human Resource Management Important for NGOs

International Human resource management is the management of the people who work in an
organization. They can be managers, employees, project officers, field workers, coordinators.
Since the organization is run by these people, they are considered to be a “resource”– ‘a human
resource.’ Like we use funds to manage a project, we also need to use these ‘human resources’ or
the ‘people’ to manage the organization.
The process of managing, motivating and making the staff perform involves setting up of
systems, including building plans and policies. These systems fall under international human
resource management.

External Factors: Challenges in An Uncertain World

Traditionally, many domestic and international human resource managers have been responsible
for legal compliance and training issues related to safety in the workplace. As national and
international regulations related to workplace safety expanded, specific professional standards of
practice, reporting mechanisms and roles were specified in the area of corporate risk
management.

As a working set of corporate risk assessment categories, a starting point for a MNE-specific
audit, would include the following five areas:
In-facility emergency and disaster preparedness: including being in compliance with local
safety laws and standards creating a command center and triage area, protocols for transport-
evacuation and the systematic location of employees, liaison with public-sector emergency
workers and media relations.

In-facility security: comprised of perimeter security, search protocols into and out of facilities
(truck inspections, deliveries, etc.), internal search protocols (lockers, etc.), bomb threat
procedures, risk control for violence in the facility and threats to management (including training
on warning signs, protection of property and equipment and safeguarding executives), protection
and lighting in parking areas and the use of cameras in the workplace.

Industrial espionage: theft and sabotage activities to secure internal communications (emails,
telephones, etc.), open records protection, employee privacy regulations, clearly defined physical
inspections and search processes.

Cyber-terrorism: hardware, software and human systems to deal with hacking, information
theft, internal sabotage, the sabotage of software systems and the development and maintenance
of an architecture of back-up systems and multiple independent operations for information
systems.
Out-of-facility fire and travel risks: providing traveling managers with portable five-minute air
packs, travel policies prohibiting employees staying in hotel rooms above the seventh floor (most
aerial ladders on fire trucks only reach to the sixth floor), policies prohibiting top-level managers
from traveling on the same airline flight/private aircraft, hotel evacuation training if traveling
teams of employees are staying at the same hotel.