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CONTENT

Topics

1. Introduction

2. What is IHRM

3. Definition of IHRM

4. Difference between domestic HRM and IHRM

5. Variable that moderate difference between domestic and IHRM

6. Transferring staff and international business activities

7. Types of international assignment

8. Role of Expatriates and non-Expatriates

9. The role of woman, in IHRM

10. Issues in staff selection in IHRM

11. Factors moderating performance

12. Selection criteria

13. Dual career couples


Introduction

International human resource management, IHRM began to take shape as a district field in
the 1980s initially viewed as a nascent discipline, it emerged from the need to address the
complexities of managing human resource in multinational corporations (MNCS) operating
across diverse culture and legal environment. Laurent 1986, characterised . IHRM as being
in its infancy, highlighting the growing recognition of international personnel management
issues as a specialised area within HR practices over the years. The focus has shifted from
expectations, challenges to broader themes such as global talent management and across
cultural integration .

International human resource management, IHRM is defined as the management of the


human resources in global context, confusing on the unique challenges of operating across
national boundaries. It activities such as requirement, training, performance management
and employee relation to diverse culture and the legal environment. IHRM aims to
effectively attract, develop and retain a multinational workforce with HR strategies with
organisation goal and addressing across culture, difference and complaints issues in
various countries.
DEFINATION OF IHRM
• According to morgan;
International Human Resource Management (IHRM) is defined as the strategic
management of human resources in a global context. It involves applying HR principles to
effectively attract, develop, motivate, and retain employees across national boundaries,
while adapting to local cultures, legal frameworks, and business environments.

• International Human Resource Management (IHRM) is all about how companies manage
their people in a global context. It involves things like recruiting, training, and developing
employees across different countries. Companies have to consider cultural differences,
legal requirements, and the best ways to staff their international operations. It’s like
regular HR, but on a global scale! Let me know if you want to dive deeper into any specific
aspect of IHRM.
DIFFERENCE BETWEEN DOMESTIC
HRM AND IHRM

• Domestic HRM :- Domestic human resources management refer to the


management of human resources within a single country. It involve recruiting training,
developing and managing employee in a village with the local laws, culture, and practice
of the particular country.

• International human resource management :- On the other hand,


it involve managing human resources across multiple countries. It it the same function as
domestic HRM, but at complexity due to factor like different legal system, culture,
language, economic condition and employee practice, IHRM deals with the challenges of
managing employee from different nationalities, adopting HR policies to local context.
Difference Domestic HRM IHRM

Boundaries Person inside the boundaries in Personal from boundary


one nation from several nation

Leaving The work pattern is routine Required condition


condition ,attention on adjustment
issue in work , ethics etc.

Remuneration Not much difference in The remuneration


remuneration package required being
restructure on the basis
of equivalence of the
payment and taxation
matter with other
countries part in their
firm and industry.

Communication Normal communication take Translator may be needed


place for better
communication.

Administrative Non-administrative assistance Assistance is need for


require administrative banking service , visa,
currency etc.
VARIABLE THAT MODERATE
DIFFERENCE BETWEEN DOMESTIC AND
INTERNATIONAL HRM
➢CULTURAL ENVIRONMENT

• Cultural is a shipping process, member of group or a society, share a district way of life
with common values, attitudes and behaviour that are passed over time from generation
to generation in a graduate yet dynamic process, cultural is so invisible, but effective
process that one is not always aware of its affective on values, attitude and behaviour. By
reading a novel, a story about a group of men of a particular culture, the difference cannot
be understand that difference of a culture can be a better, only when the directly deals
with them in a real life like leaving with them interacting with them, it is called culture
shocking, which is a phenomena by people moving across different culture.
➢INDUSTRIAL TYPE
• The industry in which the firm is engaged and the nature and scope of the competitive
faces given the industry. It is the important considerations when deciding on the
appropriate over all the strategy and the balance between integration and the
differentiation porter make a distraction between two extreme type of industry in the
term of competition, that faces.
Multi domestic industry: Where competition in each country is initially independent
competition in other countries, such as retailing, distribution, and insurance.
Global industry: where the firms competitive position in one country is a significantly
influence, it position in the other country, such as a commercial aircraft, semiconductor,
and copier.

➢EXTENT OF RELIANCE OF THE


MULTINATIONAL ON ITS HOME COUNTRY OR
DOMESTIC MARKET

• It has experienced that multinational organisations on its performance in its home


country market, which comes to determine the international .for eg: a very large domestic
market influence, not only all aspect of the how MNC organ organise it activity throughout
it international division, but also in inference the attitude of the senior management.

➢ATTITUDE OF SENIOR MANAGEMENT

• It is imperative that the attitude of the senior management management is largely going
to determine the role and function of HRM in the international perspective. It the senior
management does not have a strong international orientation that importance of
international operation may not impressed the role of HR manager is a very corral here in
changing the mindset of the management towards global orientation, respectively. This
require thinking globally and acting locally.
TRANSFERRING STAFF AND
INTERNATIONAL BUSINESS ACTIVITIES

1: REASON FOR INTERNATIONAL ASSIGNMENT


2 :TYPES OF INTERNATIONAL ASSIGNMENT
3: ROLE OF EXPATRIATES AND NON- EXPATRIATES
➢ REASON FOR INTERNATIONAL ASSIGNMENT

1. Succession planning .: Preparing hyper potential employees for


future leadership roles of providing them with international
excuses.

2. To help knowledge transfer: Transferring and bumping


standing skilled employee abroad to train local staff, share
expertise or implement basic practice, standardisation, ensuring
that global standard and the practice and formally applied across
all location.

3: Market expansion: Setting up new operation, operation,


assigning experience, personal to establish new branches or
offices in for market business development, expanding into new
market by standing employees to build a relationship with local
client partners and the government agencies.

4: Cultural integration : Fostering and unfair corporate culture


across different location by having expertise in body and spread,
Company values, building, multi cultural terms, enhancing
collaboration across border by integrating diverse.
➢TYPES OF INTERNATIONAL ASSIGNMENTS

SHORT TERM ASSIGNMENT

• Duration : Typically, a few weeks to up to ONE year.


• Purpose : the assignment are usually project, focus and involve task that need to be
completed within a limited time frame for eg: and its specialised and sent from US to
Japan for six months to help implement a new software system in the company, Tokyo
office, the specialist stroll it to ensure the local team and travel short.

LONG-TERM ASSIGNMENT

• Duration : typically last for one to five years


• Purpose : long-term assignment, often involve leaking on the leadership, role, managing
operation or ensuring the continuity of business in a foreign office eg: a senior
management relocated from Company headquarter in Germany to obsess operation in its
branches for three years, the manager goal it to the branch strategy with the global
companies goals.
DEVELOPMENT ASSIGNMENT

• Duration : varies depending on the development objectives often spanning several


month to a few years.
• Propose : development assignment are designed to build the skills and enterprises of
high potential employees, often as a part of a border, leadership, development, or
succession planning programme.
• Eg : a junior executive is a sent on a 12 month assignment to Brazil to gain experience in
emerging market working closely with the local team to understand market dynamics,
consumer behaviour and the operational challenges this assignment. Prepare the future
leadership roles within the company.

STRATEGIC ASSIGNMENT

• Duration : typically long term, but may vary depending on the strategic need of the
business.
• Purpose : this assignment are circular from achieving specific business objective, such as
maintaining a new market, leading major or equation or managing a significant changing
in initiative.
• Eg : a CEO is temporary relocated to India for two year to lead a company entry into the
Indian market, oversee the establishment of a new forming key partnership and navigate
navigating regulatory challenging the assignment is critical to the company strategic
growth plan in Asia.
ROLE OF EXPATRIATES
• Expatriates are employ who are sent to Burke in a foreign country transfer knowledge
and ensure all ligament with the parent companies culture.

Their key role include: • Agent of direct control: Expatriates ensure compliance with
corporate policies and strategic objective throughout direct supervisor of local operation
operations.

• Agent of socialisation: They have install the parent companies, values and culture in the
host country, although this can sometimes lead to culture classes

.Transfer and knowledge and competence: They share expertise and the best practice
from the parent company. Best practice from the parent company, enhancing the skills of
local employee and improving operational efficiency.

• Boundary spanner : Expatriates gather information from both internal and external
environment, breeding gaps between the organisation and the local market.

• Language node: T hey often serve as intermedius in communication, helping to


overcome language barrier and facilitating better understanding between the parent and
host companies.
ROLE OF NON- EXPATRIATES
• Non- expatriates or local employees are citizen of the host country and play crucial role
as well

• Cultural insight: They possess deep understanding of local customs, regulations and
consumer behaviour, which is the vital for strategy to the local.

• Operational continuity : Local employees provide stability and continuity in operation as


they are familiar with the local workforce and business enquiry.

• Cost efficiency : Hiring local talent can be more cost effective than expertise, reducing
expense related to the location and expertise benefit.

• Innovation and adaptation : local employees can be drive, innovation, and adapting
global strategy to field local needs, learning their unique perspective and experience.
THE ROLE OF WOMAN IN HRM

• Woman are playing an increasingly important role in international human resources


management with many excelling in various aspect of fields.
• Interpersonal and communication skill: Woman tend to possess strong interpersonal
communication skill, which are curriculum for success in HR roles in our international
context.
• Emotional intelligence : Woman are now for their ability to understand. Emphasise with
employees are key attribute for any HR professional, this emotional intelligence,
particularly valuable when managing diverse global workforce.
Network and support: Women in HR often enjoy a network of sport with the HR, helping
them to advance cuter than their male counterparts and success in their care.
• Promoting diversity : Women bring unique perspective to diversity and inclusion efforts
in workplace, their involvement in curriculum for creating welcoming environment for our
employee, regardless for their background.
• Overcoming barriers : Despite their success moment, still face barriers in eye, HRM, such
as Anda presentation in expectation assignment online 40% of employees in international
assignment are woman overcoming. These barriers are unlocking the full potential of
woman in I HRM in curriculum for organisation looking to build a diverse hyper Form
global workforce.
ISSUES IN STAFF SELECTION IN IHRM

• Selecting staff for international roles possess unique challenging for organisations. Here
are some key issues.
• Identify suitable candidates: Finding candidate with the right skills, experience and
culture, adaptability can be difficult, clear job description and selection criteria and initial
to attract and identify the most suitable applicants.
• Cultural differences : Understanding, different culture is virtual in candidates cannot
adapt to a new culture. They may struggle in their roles.
• Legal and compliance issues: Different country have verifying labour law, visa
requirement and hiring regulation, non-compliance and result in legal penalties. So HR
must stay informed about legal loss and regulation regarding hiring parties.
Bias in selection : Implicit why can affect hiring disease leading to unfair practice using
structured interviews, standardise assessment, tools, and diverse interviews. Panels can
help mitigate vies and ensure selection process.
• Dual carrier couples : An increasing number of candidate, a dual carrier couples who
required position for both partners accommodating. These needs can be challenging, but
it is important for attracting and retaining talent.
• High turnover rates : Expertise of to leaves their position due to Anda, logistic jobs,
expectations or lack of sport, clear communication about roles sport in initial by
addressing these issues, organisation can improve their staff selection process in
international setting.
FACTORS MODERATING PERFORMANCE

• Several factor can influence and moderate performance in IHRM impacting how
effectively organisation manage their global workforce.

• Cultural adaptation : The ability of employee to adapt to different culture, environment


significantly affect their performance, understanding, local customs, and practice and
parties, and announce collaboration and reduce misunderstanding.

• Leadership style: The approach of leaders in the different reason can influence employ
motivation and engagement, supportive and culturally aware. Leadership often leads to
better performance outcomes .

.Team dynamics : The effectiveness of teams, particularly in multicultural setting can


moderate performance, strong team and collaboration, enhance productivity and
innovation.

• Performance factors : individual characteristic such as skill, motivation and


commitment, play a curriculum role in Form employee who are motivation and skilled to
perform better in diverse environment.

• Organisational support: The level of support provide wide organisation, including


training resources and clear communication can significantly affect employee
performance. Educate sport, help employed navigate, challenge it international setting.
s
• Legal and economic context : External factor including legal regulation and economics
condition in a country can also moderate performance. Organisation must completely be
local loss and adapt to economic change. Maintain effective operation operation.
SELECTION CRITERIA

• When selecting staff for international assignment, organisations must consider various
criteria to ensure the right fit to both the role and the culture and environment key
selection criteria include

• Technical ability : Candidate must possess that necessary technical and Manger skills
relevant to the position. Technical expertise is often as it is easier to assess based on past
performance and qualification organisation. Typically, look for the job related skill and
leadership capabilities to ensure candidate can perform effectively in their roles.

• Cross culture sustainability: The ability to adapt to different culture, environment and
curriculum. Candidate should culture sensitivity and the ability to integrate into diverse
team. This ad adopt, help mitigate culture, shock and enhance collaboration international
settings.
.Family requirements: Family consideration play a significant role expertise assignment
organisation, often evaluate the potential impact of the location on the candidate family,
including their billing to move and their capability to adapt to a new environment support
for family member, including work permit for suppose is also key factor.

• Language skill: Proficiency in the host country language can be vital for leadership, roles,
language, skill facility, communication and help expertise and their families feel more
comfortable in their new surroundings. Organisation may candidate will be relevant
language ability to effectiveness in their role.

• Organisation specific specific requirement : Each organisation has unique requirement


based on it operational needs and strategic goals. There include industry, their
organisation, culture, value and specific expectation for the role with the local loss and the
regulations regarding employment is also initial.

• Physical and emotional health: Candidate must be in a good physical and emotional,
help to handle the challenging for living and working abroad, organisation often as
candidate reliance to stress and their ability to cope with the demand of the international
assignment.

• Leadership ability : Effective leadership is a critical in initial roles. Candidate should


quality such as emotional stability, communication skill, and the ability to motivate, other
evaluating a leadership experience and provide insight into their potential success in the
environment. Why carefully considered their selection criteria organisation can announce
their chances successfully placing employee in initial roles , contributing to their success,
their global operation operations.
DUAL CAREER COUPLES
• Dual career couples in International human resource management: Refer to partner who
both demanding career of the leading to unique challenges when considering
international assignment, these couples facing significant heartless such as the reallocate
due to the potential potential career sacrifice for one partner, organisation must address
these concerned by providing for the trailing include placement assistance in their host
country and flexible work assignment. Some key issues and consideration for IHRM. Be
dealing with dual career couple.

➢ Challenges :
• Reluctance to accept international assignment, if it means, one partner has to sacrifice
their career, reducing the pool of qualified candidates, difficulty, finding employment for
the travellings sports in their host country.
• Increased stress and work life balance issues compared to international family.

Strategies of MNC’s
• Provide a career support for that trailing spouse , such as,

• Assistance finding employment in the host country.

• Inter firm networking to help post find a job.

• Carrier counselling and work permit help.

• Offer family- friendly policies like uncompressed assignment, virtual assignment and
replacing assignment with the business travel.

• Involves expertise sports in the selection process to assess their flexibility and
adaptability to the host country.

• Provide a payment for the location cost to the trailing response.

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