You are on page 1of 45

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Ngoc- Lan Nguyen Kristin Gultasyan Nana Mpaki

CONTENT

HUMAN RESOURCE MANAGEMENT

„... is a set of organisational activities aimed at effectively managing and directing human resources/labour towards archieving organisational goals.“

INTERNATIONAL HUMAN RESOURCE MANAGMENT

„... aimed at managing organisational human resources at international trade level...“

COMPARISON HRM National Employees within one nation Limited number of activities Less complicated IHRM International Dealing with employees from many nations Additional activities Very complicated .

DIFFERENCES IN HUMAN RESOURCE PROCESS IN UK TURKEY GERMAN .

RECRUITMENT AND SELECTION .

RECRUITMENT •Internet •Online job ads •Internal recruitment •intranet •Job posting • • • • • • SELECTION Interview References Tests CV Driving License Military State http://coatssql.com/write-a-better-job-posting-get-better-applicants .

which include: *attende college courses Off the In the Job *attain new Job qualifications .TRAINING First few days are observation days *Look around *Getting to know people and workplace Training schemes This is mainly done by larger and more experienced firms.

•Willingness to participate •All employees •Evaluated by performance measures •On the job .TRAINING •Need analysis by HRM •Department chefs. managers and hrm departments.

On see transport .EMPLOYMENT LAW The Minimum wage in the UK The current rates (from 1 October 2011.98 .60 .uk) are : •£6.the 18-20 rate •£3.08 . for apprentices under 19 or 19 or over and in the first year of their apprenticeship Work limits The weekly maximum hours an adult (18 and above) can work is 48 hours a week. directgov.the apprentice rate.the 16-17 rate for workers above school leaving age but under 18 •£2. (business owners)  Armed forces emergency  Dometic servants who live in thier employers house  Transport workers e.68 .g. overr 17 weeks.the main rate for workers aged 21 and over •£4. Does not apply to:  employees who can chose freely how long they want to work.co.

EMPLOYMENT LAW Working Hours  In general 8hrs per day  Exeptions: *aviation *seafaring *medical sections Minimum Wages Depending on Region Depending on Occupation .

 European Labour Law System  Member of the International Labour Organization  Minimum Salary Over time over 334€ as of 2011 hours per week time has to be paid with 50 % of increase on religious or national holidays and week-ends it has to be paid with 100 % of increase .

APPRAISALS Content of appraisal paperwork: „ An appraisal is a performance indicator set up by employers to review you current work performance“ Identification Title of your job Perfomance review Overall perfomance rating Commentes for you and manager (or whoever is conducting the appraisal) .

APPRAISAL SelfEvaluation Evaluation trough Colleges/supe rvisors Sales Volume Annual meeting .

edu/Faculty/york/grs.APPRAISALS •First level supervisors •Annual assesment or twice a year •Performance feedback: yes •Rank ordering •Graphic ranking http://www.oakland.sba.bmp .

1979) .PERLMUTER‘S (1969) CLASSIFICATION Ethnocetric Perlmuter„s (1969) classification Polycentric Geocentric Regiocentric (Heenan and Perlmuter„s.

de/la ndkarte/europeancountry-clusters-3151252.png .stepmap.COUNTRY CLUSTERS Sources: http://www.

Big contenttttttttttttttt .

ACQUISITON MERGER http://www.com/stock-photography-merger-and-acquisition-image2335052 .dreamstime.

COMPANY DaimlerBenz COMPANY Chrysler COMPAN Y Google COMPANY Motorola COMPANY A AND COMPANY B FROM TOGETHER THE NEW COMPANY A BUYS COMPANY B DAIMLERCHRYSL ER GOOGLE .

World Investment Report.2006 (New York and Geneva: United Nations . . 2006).).22 MERGERS AND ACQUISITIONS IN US BILLIONS UNCTAD(ed.

PHASES AND HRM ROLES Pre M&A phase •Identification of people related issues •Working out cultural and organizational fit Due diligence phase Integration planning phase Implementation phase Estimating people related saving and costs •Employee culture sensitive communication strategy •Helping the organizaton to cope with change •Managing cultural change •Helping the organizaton to cope with change .

Diversification Corporate growth Globalization Strengthenin g market position Exploiting new market opportunities .

Cultural integration Retention of key talent selecting the Management team Effective communication Managing the transition Language barries .

EFFECTIVE COMMUNICATION AIM:Alleviate the anxiety and stress that accompany every acquisition INFERIOR SUPERIOR SUPERIORI TY VICTORY OF POWER FEAR BETRAYA L ANGER http://www.buzzle.com/articles/how-do-mergers-and-acquisitions-affect- .

EFFECTIVE COMMUNICATION 1 2 • Training For Dealing With Stress How? Conferences Seminars workshops How? Lunch gatherings Company intra-nets Emails How? Forming teams to share knowledge • Transparent information • Freely communication 3 4 • Gathering people from 2 companies • Break down stereotypes • Communicate a vision throughout the company .

2. Insufficient attention Financial inevitably move in and the best Headhunters Incentives will exit first because they have other •choices options stock • retention bonuses Offering them opportunities for responsibility .RETAINING KEY TALENTS Effective WHY: and open communication 1.

STRUCTUREEEEEEEEEEEEEE WOMEN WOMEN WOMEN  WE ARE THE BEST  FEMINISIM  .

com/2011/10/03/one-in-four-group-show-at-lolita-bar/ .Labor force participation and employment rates are as of Dec 2010 LOW http://www.artinnewyorkcity.

c om/2010/11/amendment-19womens-suffrage.blogspot.TILL THE LATE 19TH: 1930s •Rigid division of labor and political rights •Social •Rural women & •Education women for in legal areas •Equalization domestic vote and be •Right to services elected HISTORY http://yenisafak.com.html .tr/Aktuel/?t=11.05.2008 &i=116522 http://aaconstitution.

com/2011/03/07/%E2%80%9Cit%E2%80 %99s-her-choice%E2%80%9D-%E2%80%93-really/ .PROFILE OF •LowWOMAN paid •Labour intensive (textile) •Informal sector •Entrepreneurship http://gloriafeldt.

Femal e labor as %of active female Total Non-ag.NON-AGRICULTURAL LABOR FORCE PARTICIPATION OF WOMEN 1950-1975 IN PERCENTAGE Active Females as %of Total non ag labor force Nonag. labor In total Active populatio n .

Ankara-April 2011 Publication number: 3518 .Women in statistics 2010.Turkish Statistical Institute.

. (2011). İstatistiklerle Kadın Women in Statistics 2010.Turkish Statistical Institute. Ankara: Turkish Statistical Institute. Printing Division.

senior managers and directors •Gender-based division of labor •Patriarchal mindset •More time spent on daily household chores •Insufficient child and elderly care public services .AS 0F 2008 Only 5.4% of women are employed in urban areas as decision makers.

http://aizatshaari.html .blogspot.com/2009/09/gender-discrimination.

TURN OVER RATE  ATTACHMENT TO WORK  HIGH LOW WHY? DOMESTIC RESPONSIBILITIES •RELIABILITY WITHDRAW FROM WORK WHEN GET MARRIED AND BECOME MOTHER .

“ ” ARTICLE 68UNDERGROUND AND UNDERWATER MAİN SOURCE OF THE FAMILY INCOME: “ ” MOTHER AND HOUSEWIFE NOTE: LABOR FORCE INACTIVITY OF WOMEN NORMAL LEAVE FOR DOMESTIC REASONS .

Improve EDUCATION LEVEL 8 TO 11 YEARS INCREASED prosperity& closed gap .

HISTORY OF WOMEN IN THE WORK PLACE IN BRITAIN Beniftis of War in 1918 for women: Condtions  Oportunity for women to work Wages  Wider range of occupations Independance .

DISCRIMINATION Discrimination  Mainly against mothers  Also against women who chose non traditional patternas of work  Government cuts Women in the workplace today Glass ceiling affect .

WOMEN AS ENTRPRENEURS  Women are not risk averse Prefere flexible working hours  Avon school of economics predicted a doubling in female entrepreneurs .

LAN“S WOMENNNNNNNNNNNNN .

WOMEN AS ENTRPRENEURS DISCUSSION .

08..79.

4 /4 207078 .6:89438 .9 0254008 92 .3/ ..110.

3 9 $97088 4 4310703.308 W 70.943 W 700 .08 $023.3397.385.8 4 472390.90.943 W .9073504501742 .78 478458 4 :3..422:3..3 ./438907049508 W 422:3.33 47 0.2894 8.7039 31472..70340/0 W %7.90738 425.. 3098 2.%'  &%      W %7.425.425.843974:4:990.

:8090.-24.08 W894.3.9.0..4.#%  %%$ 110.943    38:11.039.039 .03.3/4503.459438 W70903943-43:808 11073902455479:3908147 7085438-9 ..08 0.9903943 3.04907.9.422:3.3/90-089 091789-0../:3907830.. 3.

$%#&%&#     #%$% $ .

.841 0.70 .943 .5.-47 147.908 .     995.0 5.79.3/ 02542039 7.

.

7933047. .42.9 .

 .

 .

.

-.430 3 14:7 74:5 84 .9 49.7.

.

-47 W#:7.3/ 549. 807. W$4.90/ $% # 995..70.8 W#9 94 .943 30..490 .943 /42089..4203 798 4203 147 W/:.843 41..08 W6:.3/ -000.%%%%  8 W#/ /... .

.

038.1. .42 97.

9:0.

9     995.

.

43899:943 -48549 ..4 2...

  .

.

.203/2039  42038 8:117.0 92 .

947 W397057030:785 995.-4:7 39038. 80.!#    W4 5.0 9090 W31472./ W.

.

42.47.10/9 .

 .

.

.

4..0    70. 9 8 07 .

.

343 .943 .  . .9.841 .9.-47 .0 . .08 .-47 147.0 102.841 %49.0 43 ..0 02.  #&%&#  # # !#%!%     !#% %49. .9.0 43 .-47 3 949.0 545:.  02.

57  !:-..4203 389.7.943 3:2-07 .989..989. 3899:90 3.8   %:78 $9.

989.%:78 $9.989.989070.8   3.843  ./ 34203 3$9.%:78 $9.7... 3899:90 !7393 .989. 3899:90     89.

70.039 . 23/809 W470 92085039 43/./ .843 2.843 41.3/ 0/07 ..078 .8/0.9478 W03/07 -.70 02540/ 3 :7-.$   3  414203 .97.7.8 . 807.4708 W38:11.3/ /70.-47 W!. 4:804/ .3.078 80347 2..70 5:-..80/ /.3.08 .

995.

.

..42.98.7 -48549 ..

 .

.

723.943 92 .03/07 /8.

%&# '##% %%%%  #      $% #$! $%$ W#% %##  # %##   %# .

#% &## & &#%#  $ &# %    %# &$  % # #%'%   # ' # $%#$ $ .

480/.5 .0 &%  ' %  #$ #$ 57485079  .2574.

3.9438 3/0503/.08 /077..73147 4203 43/9438 5479:39147420394 47 .0 .:5.3041 4.$% #  % #! #% 0319841.

3894203 4.:98 4203390 475.0732039.$#%  8.480343 97...943  .5.99073.8 4147  4.110.. .389 249078  84.9 .3./943.88.0 94/.723.03.

.8570/.00397057030:78 ./4:-33 102.90/.438.0780 !70107010-04734:78 . $%#!#&#$ 4203.44410.7034978.4342.

 $  .

 $%#!#&#$ $&$$  .