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    International Human Resource Management: Managing People in A Multinational Context

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    razaaz
    This document discusses international human resource management. It defines key terms related to IHRM and outlines the differences between domestic HRM and IHRM. IHRM involves more complexity due to factors such as a broader range of HR activities, a need for a broader perspective when managing employees internationally, and greater exposure to risk. The document also discusses expatriate management evolution and presents models showing the relationships between different approaches to IHRM.

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    International Human Resource Management: Managing People in A Multinational Context

    Uploaded by

    razaaz
    34 views13 pages
    This document discusses international human resource management. It defines key terms related to IHRM and outlines the differences between domestic HRM and IHRM. IHRM involves more complexity due to factors such as a broader range of HR activities, a need for a broader perspective when managing employees internationally, and greater exposure to risk. The document also discusses expatriate management evolution and presents models showing the relationships between different approaches to IHRM.

    Original Description:

    International Human Resource & Human Resource. The Difference

    Original Title

    Intro to IHR

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    This document discusses international human resource management. It defines key terms related to IHRM and outlines the differences between domestic HRM and IHRM. IHRM involves more complexity due to factors such as a broader range of HR activities, a need for a broader perspective when managing employees internationally, and greater exposure to risk. The document also discusses expatriate management evolution and presents models showing the relationships between different approaches to IHRM.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    34 views13 pages

    International Human Resource Management: Managing People in A Multinational Context

    Uploaded by

    razaaz
    This document discusses international human resource management. It defines key terms related to IHRM and outlines the differences between domestic HRM and IHRM. IHRM involves more complexity due to factors such as a broader range of HR activities, a need for a broader perspective when managing employees internationally, and greater exposure to risk. The document also discusses expatriate management evolution and presents models showing the relationships between different approaches to IHRM.

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    International Human Resource Management

    Managing people in a multinational context

    Chapter Objectives
    Define key IHRM terms Review expatriate management evolution Outline differences between domestic and international HRM Discover the increasing complexity and potential challenges of current IHRM

    Terms
    HRM IHRM
    HCN PCN TCN

    NAFTA UNCTAD

    MNE culture shock emi-etic distinction

    expatriate inpatriate

    Figure 1-1

    Inter-relationships between approaches to a field

    Defining HRM
    An organizations HRM activities include: 1. Human resource planning 2. Staffing (recruitment, selection, placement) 3. Performance management 4. Training and development 5. Compensation (remuneration) and benefits 6. Industrial relations

    Figure 1-2

    Inter-relationships between approaches to the field

    Figure 1-3

    International assignments create expatriates

    Differences between domestic HRM and IHRM


    IHRM complexity can be attributed to six factors: 1. More HR activities 2. The need for a broader perspective 3. More involvement in employees personal lives 4. Changes in emphasis as the workforce mix of expatriates and locals varies 5. Risk exposure 6. Broader external influences
    8

    Figure 1-4

    Variables that moderate differences between domestic and international HRM

    Laurents steps to truly international HRM


    1. Recognize that ones own HRM reflects home culture assumptions and values. 2. Recognize that ones own peculiar ways are neither universally better nor worse than others - just different and likely to exhibit strengths and weaknesses, particularly abroad. 3. Recognize that organizations foreign subsidiaries may prefer other ways to manage people ways that are neither intrinsically better nor worse, but possibly more effective locally. 4. Headquarters willingness to acknowledge cultural differences and steps to make them discussable and therefore usable. 5. Build shared genuine belief that cross-cultural learning will result in more creative and effective ways of managing people.

    10

    Table 1-1

    World top ten non-financial transnational corps., ranked by transnational index

    11

    Table 1-2

    World top ten non-financial transnational corps., ranked only by foreign assets

    12

    Figure 1-5

    Strategic HRM in multinational enterprises

    13

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