UNIT 1: HUMAN RESOURCE

MANAGEMENT AND ITS GLOBAL

PERSPECTIVE
(1.3 – HR ROLES AND GLOBAL HRM)

MS. LIZETTE A. VICENTE, MSTHM

Academic Staff, Tourism Management Department
 COURSE CONTENT
1. Overview of Human Resource Management
2. HR Functions:
-Attracting a Quality Workforce (Recruitment, Staffing)
-Developing a Quality Workforce (Orientation, Training, Career Development)
-Maintaining a Quality Workforce (Organizational Reward System, Employee Benefits)
3. HR Roles: Administrative Expert, Employee Champion, Change Agent and Strategic Partner
4. Global and Local HR Perspective
5. Globalization: Convergence and Divergence
6. Terminologies: (Multicultural Workforce, Diversified Workforce, Diversity Management)
7. Difference between Multicultural and Diversity
8. Dimensions of Workforce Diversity
 COURSE CONTENT

1. Terminologies: (Multicultural Workforce, Diversified Workforce, Diversity

Management)
2. Difference between Multicultural and Diversity
3. Dimensions of Workforce Diversity
4. Multicultural Benefits
5. The Negatives of a Diverse Workplace
6. The Effects of Cultural Diversity
7. Understanding Workplace and Diversity in Hospitality and Tourism
8. MBTI Personality Type, Demographic & Competence differences
HUMAN RESOURCE ROLES
WHAT DO YOU THINK ARE THE COMMON
CHALLENGES OF HUMAN RESOURCE?
ADMINISTRATIVE EXPERT
Rethinks how work is done in an
organization.

Improves the quality of HR work

generally by removing steps or
leveraging technology.
ADMINISTRATIVE EXPERT
Finding and fixing processes that
can be done better, faster, and
cheaper.

Decreasing cost to improve

efficiency as a partner in strategy
execution.
 EMPLOYEE CHAMPION

Be the employees’ voice in

management discussions.

“An advocate for the employees.”

 EMPLOYEE CHAMPION
Orients and trains line
managers on the importance of
high employee morale.

Ensures employees are engaged

and committed to the
organization.
 CHANGE AGENT

Building the organization’s capacity

to embrace and capitalize on
change.

Makes broad vision statements get

transformed into specific behaviors.
 CHANGE AGENT
Change has a way of scaring
people—scaring them into inaction.
HR’s role as a change agent is to
replace resistance with resolve,
planning with results, and fear of
change with excitement about its
possibilities.
 STRATEGIC PARTNER
Take the lead in proposing,
creating, and debating best
practices in culture change
programs.

Must systematically assess the

impact and importance of initiatives.
 STRATEGIC PARTNER
Defines the organizational
architecture - identify the model of
how a company conducts its
business.

Must conduct an organizational

audit.
 DAVID ULRICH MODEL

Open and watch the video: https://www.youtube.com/watch?v=YvuCFL-9F6A

EVOLVING HR ROLES
https://hbr.org/2020/08/21-hr-jobs-of-the-future
 EVOLVING HR ROLES
• This paves the way for a new HR role focused on well-being as a
business strategy for increasing employee retention - Director of
Wellbeing role

• Human-Machine Teaming Manager, a role that operates at the

intersection between humans and machines and aims to create
seamless collaborations.

https://hbr.org/2020/08/21-hr-jobs-of-the-future
 EVOLVING HR ROLES

Some companies are even swapping traditional HR

titles with catchier descriptions such as Chief
Happiness Officer or Director of Talent-
Acquisition Strategy

https://www.villanovau.com/resources/hr/hr-future-roles/
HR ROLES

Based on Ulrich’s model,

what would you imbibe?
GLOBAL AND LOCAL HR
PERSPECTIVES
 LOCAL HUMAN RESOURCE

Recruiting & Staffing

Orientation, Training &

Career Development

Organizational Reward &

Employee Benefits
GLOBAL HUMAN RESOURCE
Future of Work video
GLOBAL HUMAN RESOURCE

https://www.forbes.com/sites/deloitte/2020/11/18/five-lessons-from-the-
pandemic-light-a-path-forward-to-the-future-of-work/?sh=58402b9176c1
 GLOBAL HUMAN RESOURCE
1. Human potential is our greatest untapped asset.
Organizations have tended to think about what people can do in terms of the
bullet points on their resumes and job descriptions. But none of us really knows
what we’re capable of and what our limits are until we’re tested and pushed to
those limits. The past eight months have been a defining test. They’ve taught us
that people can operate differently. They can adapt and perform in ways far
beyond what their jobs and roles specifically call for and do what has to get
done.
 GLOBAL HUMAN RESOURCE
2. True top-of-the house leadership looks like nothing we’ve
seen before.

Senior leaders now have the opportunity to embody the

organization’s purpose—its set of values supporting
economic, social, and human interests—to infuse meaning
into work that mobilizes employees around common,
meaningful goals.
 GLOBAL HUMAN RESOURCE
3. Leadership and culture are about connection and
empowerment.

Going forward, leaders and teams at all levels (not just higher
levels) must develop capabilities that enable them to work
and lead effectively while supporting the human needs of
their team and representing the organization’s culture.
 GLOBAL HUMAN RESOURCE
4. Work is the most underutilized source of value.

Work is more than simply the output it produces. It’s a

powerful human force—a way for people to connect to a
purpose, feel motivated, build relationships, and showcase
their true capabilities.
 GLOBAL HUMAN RESOURCE
5. Ecosystems are essential to extend organizational
capabilities.

Going forward, organizations should deliberately cultivate an

ecosystem of partners, vendors, alternative workers, and
professional networks, realizing it’s the new reality of how
work gets done.
 GLOBAL HUMAN RESOURCE
Talent shortages internationally
necessitate that companies look
at talent, not only from a
national perspective, but also
from a global one.

Changes in the structure of

migrant populations that disrupt
labor markets.
INTERNATIONAL HUMAN RESOURCE MANAGEMENT

IHRM is the procurement, allocation, utilization, and motivation

of, human resources in the international arena.

https://www.mbaknol.com/human-resource-management/concept-of-global-human-
resource-management/
INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Morgan (1986) defines international HRM as the

interplay among these three dimensions-human
resource activities, types of employees, and countries
of operation. We can see that in broad terms
international HRM involves the same activities as
domestic HRM: (e.g. procurement refers to HR planning
and staffing)
 MORGAN’S “3-D” DEFINITION OF IHRM

1. HR Activities
(Recruiting, Staffing,
Orientation, Training,
Career Development,
Organizational Reward,
Employee Benefits)
 MORGAN’S “3-D” DEFINITION OF IHRM

2. The countries where IHRM occurs:

§ Host-country where subsidiary set
up may be located
§ Parent-country where firm is
headquartered
§ Other-countries that may be source
of labor, finance & other inputs
 MORGAN’S “3-D” DEFINITION OF IHRM

3. The employees of an
international firm:
● HCNs (host country nationals)

● PCNs (parent country nationals)

● TCNs (third country nationals)
 MORGAN’S “3-D” DEFINITION OF IHRM

3. The employees of an international firm:

● HCNs (host country nationals) – branch/chain
● PCNs (parent country nationals) – local/home country

● TCNs (third country nationals) – not nationals

 Who is an expatriate?
An employee who is working and temporarily residing
in a foreign country
- “international assignees”
Difference Between Diversity
and Multicultural
 DIVERSITY
Ferris State University defines
diversity as the range of human
differences, including but not
limited to race, ethnicity, gender,
gender identity, sexual orientation,
age, social class, physical ability or
attributes, religious or ethical
values system, national origin, and
political beliefs.
 DIVERSITY
also means to create
inclusion — creating an
atmosphere in which all people
feel valued, respected and
have the same opportunities
as others.

http://www.nwlink.com/~donclark/leader/diverse.html
MULTICULTURAL
including people who have many
different customs and beliefs

relating to a number of different

cultures, esp. to the traditions of
people of different religions and
races:

https://dictionary.cambridge.org/us/dictionary/english/multicultural
HOW DO YOU PROMOTE DIVERSITY IN
THE WORKPLACE?

ROLE PLAY (5 MINUTES/GROUP)

GROUP 1 - COMMUNICATION BARRIER
GROUP 2 – GENDER INEQUALITY
GROUP 3 – PHYSICAL DISABILITY
GROUP 4 – SENIORITY
GROUP 5 – SOCIAL CLASS/STATUS
GROUP 5 – CULTURAL DIFFERENCES
Diversity Multicultural
Multicultural and Diversified Workforce;
Diversity Management
MULTICULTURAL WORKFORCE
• is one in which a wide range of
cultural differences exist
among the employees in the
organization

• is one in which employees are

heterogeneous, many
dissimilar in certain traits
https://smallbusiness.chron.com/definition-multicultural-workplace-15469.html
 DIVERSIFIED WORKFROCE
• similarities and differences among
employees in terms of age, cultural
background, physical abilities and
disabilities, race, religion, gender, and
sexual orientation.

https://smallbusiness.chron.com/definition-multicultural-workplace-15469.html
 DIVERSIFIED WORKFROCE
• “diversified workforce” is becoming more
complex and companies need to embrace
these changes in order to survive (e.g.
socioeconomic background)

https://smallbusiness.chron.com/definition-multicultural-workplace-15469.html
 DIVERSIFIED WORKFROCE
• includes cultural
awareness education
and sensitivity training
as core elements

• company leaders teach

employees to accept and
tolerate their differences
https://smallbusiness.chron.com/definition-multicultural-workplace-15469.html
DIMENSIONS OF WORKFORCE
DIVERSITY
DIMENSIONS OF WORKFORCE DIVERSITY

Primary Dimension
_th_ici_y
D_sa_il_ty
DIMENSIONS OF WORKFORCE DIVERSITY

Primary Dimension
• Race
• Ethnicity
• Gender
• Age
• Disability
DIMENSIONS OF WORKFORCE DIVERSITY

Secondary Dimension
_du_a_ion
C_lt_re
S_xu_l O_i_nt_tion
_ami_y S_at_s
DIMENSIONS OF WORKFORCE DIVERSITY
Secondary Dimension
• Education
• Religion
• Culture
• Sexual Orientation
• Family status
• Economic Condition
 Dimensions of Workforce Diversity
Secondary Dimension
• Thinking Style
• Geographic
Orientation
• Lifestyle
• Political orientation
• Work Experience
 Dimensions of Workforce Diversity
Tertiary Dimension
• Beliefs
• Assumption
• Perceptions
• Attitudes
• Feelings
• Values
• Group norms
Advantages and Disadvantages of
Multicultural and Diversified
Workforce
 ADVANTAGES/BENEFITS:
• Employees of different backgrounds
may have ideas about how to improve
a product, service or marketing
approach

• People from different backgrounds

bring different languages with them -
huge asset for communicating with
customers and vendors

https://smallbusiness.chron.com/value-diversity-workplace-3035.html
 ADVANTAGES/BENEFITS:
• Staff from different backgrounds may
better understand the needs of a
particular community or market

• Talent is diverse

https://smallbusiness.chron.com/value-diversity-workplace-3035.html
 ADVANTAGES/BENEFITS:
• People with different backgrounds have
different sets of skills or knowledge -
better chance at finding working
solutions; creativity; discovering
inspiration
• Diverse employee workforce most
often attracts a diverse range of
customers – more sales

https://www.businesstrainingmedia.com/culturaldiversityartcile.php
DISADVANTAGES/NEGATIVES:
• Old ways of thinking and
entrenched prejudice –
misinterpretation

• Personal prejudice prevent

them from working with
colleagues

https://smallbusiness.chron.com/advantages-disadvantages-diversity-workplace-3041.html
 DISADVANTAGES/NEGATIVES:
• Miscommunication
• Negative attitudes and harassment
• Costly
• Muslim – prayer room
• Transgender employees –
bathroom
• PWDs – ramps, customized
bathroom
https://www.businesstrainingmedia.com/culturaldiversityartcile.php
WHY MUST WE EMBRACE DIVERSITY?

• Diversity is about empowering people.

• Diversity is understanding, valuing, and

using the differences in every person.

http://www.nwlink.com/~donclark/leader/diverse.html
 WHY MUST WE EMBRACE DIVERSITY?
• Diversity is what builds teams — a
collection of individual experiences,
backgrounds, and cultures that can view
problems and challenges from a wide-
variety of lenses.

http://www.nwlink.com/~donclark/leader/diverse.html
THANK YOU!