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Global Human Resource Management

Global Human Resource Meaning, objective, Scope, Functions, Home country National, Host Country National, Third country Nationals, Global Selection Process, Selection Approach, Expatriate Managers

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Tushar rana
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149 views13 pages

Global Human Resource Management

Global Human Resource Meaning, objective, Scope, Functions, Home country National, Host Country National, Third country Nationals, Global Selection Process, Selection Approach, Expatriate Managers

Uploaded by

Tushar rana
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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GLOBAL

HUMAN
RESOURCE
MANAGEMENT

MADE BY:
Tushar Rana (02713401918)
BBA(CAM)-6
Human Resource
Management

Human resource refers to the Total knowledge, skills and


aptitudes of workforce in the organization.
Human resource management (HRM) is the strategic approach
to the effective management of people in a company or
organization such that they help their business gain a competitive
advantage. It is designed to maximize employee performance in
service of an employer's strategic objectives
Nature and Functions of Global Human Resource Management

Global Human Resource Management is the interplay


between three important dimensions
1. Human Resource Activities
2. The Country of operation
3. Type of employees
Complexities of Global human resource management

1. Need for a broader perspective


2. More HR Activities
3. Greater Involvement in personal
lives of employees
Core Functions of Global human resource management

1. RECRUITMENT
2. SELECTION
3. DEVELOPMENT
4. PERFORMANCE
APPRAISAL
5. COMPENSATION
6. MOTIVATION
7. INDUSTRIAL RELATIONS
GLOBAL
RECRUITMENT
Staffing Pattern Meaning Advantages Disadvantages
Home Country Permanent resident of the • Familiarities with company’s • Difficulty in adapting in
Nationals country where the firm is goals foreign country
headquartered. • Technical competence • High cost of training
• Effective liaison • Pressure for localization
• Easy control • Ego problem

Host Country Permanent resident of the • Familiar with the host • Difficulty in control by
Nationals country where the operations of country’s culture, business headquarter
the company are located norm, local bureaucrats, • Difficulty in communication
market intermediaries and • Unaware of needs of
supplier headquarter

Third Country Permanent Resident of a country • Less expensive • Hindrance for local nationals
Nationals other than the parent country and • International career • Sensitivity of host country
the host country management
Global Selection Process

Appraisal of resume

Preliminary interview

Psychological test

Interview & reference check

Final decision & employment


Selection Approaches
Approach Meaning Examples
Ethnocentric The ethnocentric approach places natives of the home country of a business When a Korean Company (Samsung, LG, Hyundai)
approach in key positions at home and abroad. In this example, the U.S. parent invests in Chennai, India is the Host Country and
company places natives from the United States in key positions in both the Korea is the Home Country (Guest). If the Korean
United States and Mexico. Company is ethnocentric it will appoint the Home or
Parent Country nationals at head positions.

Polycentric The Polycentric Staffing requires host country nationals to be hired to Top Indian IT companies like TATA, HCL
Approaches manage subsidiaries, while parent-country nationals occupy key positions at technologies India's fourth largest software export,
corporate headquarters. Infosys and Wipro stepped in United States to set up
their subsidiaries and recruited American nationals
from colleges and experienced professionals who had
the local knowledge and domain expertise

Regiocentric The regiocentric approach places managers from various countries within In this example, the U.S. parent company uses natives
Approaches geographic regions of a business. of the United States at company headquarters. Natives
of European countries are used to manage the Italian
subsidiary.
Geocentric Approach The geocentric approach uses Ihe best available managers for a business In this example, the UK parent company uses natives
without regard for their country of origin. of many countries at company headquarters and at the
U.S. subsidiary.
Expatriate Manager

Expatriate managers could be


defined as those who are not
residents of the country where
they are working, but are
employed because of their
specialised operational
abilities or due to their
knowledge of the employing
organisation
Training and Development

Training and development in international Business Mainly include:


• Cross cultural training
• Language Training

Training & development of employees enables


a multinational, (or any organisation for that
matter) to build up its human resources
(human capital) (Dowling, Festing & Engle,
2008), which can include things such as
knowledge, skills, and intellectual property etc
Performance Appraisal

International performance appraisal refers to the HRM


process that enables an MNC to evaluate and
continuously improve the performance of employees, in
order to reach clearly predefined goals that serve to
improve the overall progress of the company.
International Compensation

International Compensation is an
internal rate of return (monetary or
non monetary rewards / package)
including base salary, benefits,
perquisites and long term & short
term incentives that valued by
employee’s in accordance with their
relative contributions to performance
towards achieving the desired goal of
an organization
Conclusion

Global human resource management is the discipline of taking


care of workforces in a public or private company, for
organizations that operate in more than one country or continent.
It means supporting, managing and engaging employees around
the world, deploying common policies but also taking into
account local legislation, customs and culture.

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