...realities and introduced IHRM, this chapter describes international business strategy and how IHRM supports and enhances the international business strategies of the firm. The chapter starts with a general description of the process of international strategic management and then follows with an explanation of the evolution of international business strategy and describes how IHRM fits into the overall strategic management of the MNE. This includes describing the links of global business strategy to the performance of HR responsibilities in international business and discussing the outcomes that a strategically managed international business might expect from effectively tying together an international business strategy and SIHRM. The chapter then summarizes the findings of research studies on the nature and role of strategic IHRM. LEARNING OBJECTIVES * Describe the development of SIHRM and the process of international strategic management. * Describe the evolution of the MNE in terms of various stages of internationalization and the methods firms use to enter international markets. * Describe the process for developing MNE strategy and IHRM strategy and the relationship between the two. * The extent and nature of research into the practice of strategic IHRM. CHAPTER REVIEW OUTLINE I. Strategic International Human Resource Management: An Introduction SIHRM is the part of IHRM that focuses on creating and implementing IHRM policies and practices...
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...International Human Resource Manager is about? * Introduction * Diversity Management * IHRM & Culture issue * Conclusion * References Introduction People have always been the driving force of business and management. This force is a challenge and if not addressed with the right skills, it will develop into disturbing elements that are very dangerous for the management of the company. The challenges of global talent selection and mobility of labor, established by a career concept that transcends national borders and organizational groups and the emergence of virtual collaboration on international projects requires companies to develop new skills in their employees to be effective in the complexity of today's contexts. The workforces are people, and as we are human, we are all different from various points of view. This paper aims to answer the question: “Is culture really all that International Human Resource Manager is about?” I’ve analyzed the differences between HRM and IHRM based on the concept of diversity, characteristics that influence both topics but in a different way. After this, the next stop is to define IHRM and the concept of culture to reach the conclusion that managing cultural differences in an international team is the major challenge to IHRM. Due to the movement of employees between foreign subsidiaries and headquarters and between foreign locales, HRM professionals are likely to find themselves working on international...
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...Table of Contents Introduction 2 Differences between Domestic and International Human Resource Management 2 What is Expatriate 4 IHRM has three dimensions 4 International assignments create expatriates 5 Increasing Importance of International Human Resource Management 6 Significance of International Human Resource Management 9 Conclusion 11 Reference……. 12 Introduction As we enter the new millennium, more and more companies are recognizing the importance of managing their human resources as effectively as possible. They are also recognizing that doing so, however, cannot be done without recognition and incorporation of the global context. It is virtually impossible to read a business periodical or newspaper anywhere in the world without seeing stories detailing the success of a company due to how effectively it manages its people. As the environment becomes more global, managing people also becomes more challenging, more unpredictable and uncertain and more subject to rapid change and surprise. Thus what we are witnessing within human resource management (HRM) is the rapid appreciation for and development of all aspects of global and international activities and issues associated with and affected by HRM. And because the importance of managing people effectively in the global context is so great, many companies are devoting a great deal more time, attention, skill, and effort into doing it well. To be successful, many firms have to compete...
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...resource management (IHRM) is concerned with identifying and understanding how multinational organisations (MNC’s) manage their geographically dispersed workforce in order to sustain their competitive advantage. Literature shows that globalisation has brought about new challenges and increased complexity for human resource (HR) directors in managing organisational systems in areas of recruitment and selection and training and development (Kayworth and Leidner, 2000; Selmer, 2001; O’Leary, Cummings, 2002). Geographical dispersion has created trends correlated with several challenges IHR managers face when dealing with the global environment. These include issues associated with the Internet, time zones and employee isolation. Being in contact with different geographic locations leads IHR managers to do business with employees of different nationalities and cultures. The challenge for IHR managers is to avoid culture clashes and adequately prepare unit members, specifically expatriates, on adapting in a foreign environment (Tung, 1987; Selmer, 2001; Chauh, Hoffman, Jones and Williams, 2007). This essay will discuss these challenges in relation to IHR directors designing recruitment and selection processes and training and development programs. The essay will also describe briefly the challenges IHRM come across as a result of pressure to rationalise and differentiate their operations, and explain how these challenges prove IHRM to be more complicated than the domestic human resource management...
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...The study of International Human Resource Management (IHRM) has focused mainly on the policies, practices and strategies of Human Resource practitioners in individual multinational firms. The goal of this special issue is to move beyond this narrow focus at the enterprise level and situate HRM within wider economic, organizational, political and institutional contexts. HRM differs across countries but to date the comparative literature has tended to focus on cultural issues. Research that systematically analyzes socio-economic, institutional and societal contexts and their impact on HRM remains underdeveloped and there is a significant opportunity for work which draws on theory from adjacent fields - e.g. the varieties of capitalism literature, theories of cross-national organization and research in comparative political studies and economic geography all offer potentially useful frameworks. Companies are socially embedded on different levels; local economies, regional districts, national institutions, international networks and transnational regulation are all aspects of the social, organizational and economic structures in which companies are situated. Despite the all-pervasive talk of globalization, the seasoned international business traveller will be acutely aware of differences in the ‘way of doing things’from country to country and from region to region. Such differences are seldom more apparent than in the field of organization and management. Not only will...
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... There are multiple similarities between the international and domestic human resource practices. With areas like; planning and staffing, recruitment and selection, rewards, along with appraisal and development HRM can intertwine with each other and no one would know there is a difference between the two. However, there are two ways to tell them apart. The first one would be the difficulties of working in another country, where you have to adapt your policy and procedures to address their customs and laws. The second one would be the fact of having to hire multiple nationalities in order to facilitate the operation to make sure there are employees that are already accustom to the laws and customs of that region. Working globally has increased the level of work and the challenges and complexity of managing new networks of individuals as well as new companies. When looking at IHRM from this point of view the company must make sure that they are creating an even balance within the organization as well as in the regional location they are operating within. Adapting to the local environment is a major part of being successful within the region. A company must fully understand how sensitive a situation like this can be and must make every effort to succeed. Without adaptation to the region, the company will be sure to fail. International and domestic HRM are different in a lot of ways. The international group has to manage...
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...Transformation and Social Change Volume 2 Number 2 © 2005 Intellect Ltd Article. English Language. doi: 10.1386/jots.2.2.83/1 Towards a generic international human resource management (IHRM) model Jie Shen University of South Australia Abstract Keywords Reflecting the prevailing Western literature and based on an empirical study in Chinese multinational enterprises (MNEs), this study develops an IHRM model and argues that it can be widely applicable. The model indicates that an MNE’s IHRM policies and practices are the interaction of the home HRM system, firmspecific factors and host-contextual factors. The firm-specific and host-contextual factors have a differentiated, changing and concurrent impact on IHRM policies and practices. There is also interplay between IHRM policies and practices. Intervening factors and their impact may vary over time and in different contexts. IHRM IHRM model intervening factors Chinese IHRM multinational enterprises (MNEs) Internationalization and the effective use of international human resources are two major issues facing firms in today’s global economy. As more and more firms operate internationally, there is a clear need to develop an understanding of how to manage human resources that are located outside the domestic environment. An IHRM system is a set of distinct activities, functions and processes that are directed at attracting, developing, and maintaining the human resources of a multinational enterprise (MNE)...
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...into new heights. MNC’s have two distinctive characteristics which distinguish it from domestic organizations. That is, the presence of multicultural workforce or multiculturalism and geographic dispersion of the business units. Since the term “strategy” became a vital term in human resource, human resource department has changed from a simple functional department into a strategic department of the business. And the employees are now considered as knowledge capital. All these changes took place due to globalization as the associated advancements. The most pressing issue faced by the HR specialist is, could the MNC’s ever have a unified set of company- wide strategies , policies and practices . In the MNCs, though the company name is same in all regions, the people are different and so is there culture and behavior. Hence the way to treat them or manage them has to be different. In other words, managing the HR in the subsidiaries of the MNC is different. There are both internal and external factors of the subsidiary companies that would hinder the unified set of strategies, policies and practices. The way how people are managed is affected by everything around them. Both the internal and external factors affect the HRM of MNCs. It’s the greatest challenge for the MNCs to manage the HR of its subsidiaries because of the many factors that needs to be considered in implementing the HR strategies, policies and practices. Factors affecting the MNC’s ...
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...Outline ____________________________________________________________ _______________ Reference System: APA. Primary Question: What are the impacts of the internationalisation of HRM? Thesis statements: Internationalisation effects on the human resource management in different ways .Its has an impact on the level of qualifications, recruitment and the exchange of HRM approaches. Outline: 1. Introduction Draft 1: 2. The internationalisation of HRM. The internationalisation combines with the human resource and form the concept of the internationalisation of HRM (IHRM). Internationalisation effects on the human resource management in different ways .Its has an impact on the level of qualifications, recruitment and the exchange of HRM approaches. 2.1. The internationalisation. The internationalisation refers to the ability of linking and communicating between the state and the social which create the present word system.(Petrella,R,1989.p.64). Internationalisation is, about creating a new set of capabilities that make the company able to use resources on an ideal basis to join differentiated customer demand profitably and cost-competitively without regard for geography. Put more simply, internationalisation is about getting an organisation into a position of doing business in any market it chooses, and doing business is not just about marketing and selling. Looking at globalisation as a process of acquiring and renewing competencies helps us understand...
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...Exam Revision 1 – Introduction IHRM Definition • Covers all issues related to management of people in an international context. • IHRM covers a wide range of HR issues facing MNCs in different parts of their organizations and include comparative analyses of HRM in different countries. HRM Activities • Human Resource Planning (Ensure best fit between employees and jobs) • Staffing (Includes Employee Recruitment, Selection and Placement) • Performance Management (Ensure goals met in effective and efficient manner) • Training and Development (Bettering performance of employees in organizations) • Compensation and Benefits (Awarding employees monetarily or non for work done) • Industrial Relations (Dealing with employee relations) • 3 Dimensions of IHRM: 1. Broad human resource activities of procurement, allocation and utilization 2. National or country categories involved in international HRM activities o Host Country – Where subsidiary may be located o Home Country – Where HQs may be located o Other Country – Where labour, finance and other inputs are obtained from 3. 3 Categories of employees of an international firm o PCN – Parent Country Nationals (Nationals where HQ is located) o HCN – Host Country Nationals (Nationals where subsidiary/facility is located) o TCN – Third Country Nationals (Nationals where resources are obtained from) Difference between IHRM and HRM Activities • More HR Activities o Activities such...
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...challenges in Canadian development INGOs Sharon L. OÕSullivan * Telfer School of Management, University of Ottawa, 55 Laurier ave East, Ottawa, ON, Canada, K1N 6N5 KEYWORDS International human resource management; International non-governmental organization; International development; Northern NGOs; Canada; Capacity building Summary Over $100 million of Canadian overseas development assistance (ODA) is channeled through international non-governmental organizations (INGOs) (CIDA, 2006). Although INGOs appear to be successful at circumventing many challenges in international development (Sachs, 2007), empirical research attesting to their international human resource management (IHRM) challenges is sparse, particularly in regard to secular, Northern INGOs. This paper responds by investigating the IHRM challenges facing Canadian INGOs as they implement ODA-funded projects in the field, and by exploring how such challenges may vary in different types of INGOs. The methodology involved semistructured interviews with 31 managers in three different Canadian development INGOs. Practical and theoretical implications are discussed. ª 2010 Elsevier Ltd. All rights reserved. Introduction The term INGO refers to ‘‘international non-governmental organization’’ (Roberts et al., 2005). Such organizations exist for diverse socioeconomic reasons, focusing on global environmental concerns (e.g., Greenpeace), on global human rights concerns (e.g., Amnesty International), or on humanitarian health...
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...person’s work as your own, without properly citing the source of the work, is considered plagiarism. This will result in an unsatisfactory grade for the work submitted or for the entire course. It may also result in academic dismissal from the University. | | HRM5000-8 | S. Manlove | | | Human Resources Management | 6 | ------------------------------------------------- ------------------------------------------------- Faculty Use Only ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Identify The Elements Of Globalization To Determine Their Impact On The HR Function Marqueze Sawyers Northcentral University Introduction Human Resource mangers who want to be successful in global endeavors must posses a solid set of core...
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...INTERNATIONAL HUMAN RESOURCE MANAGEMENT: Definitions of IHRM: Scullion (2005) tracked the evolution of definitions of IHRM. He observed that although there has been little consensus, definitions have broadly concentrated on examining the HRM issues, problems, strategies, policies and practices which firms pursue in relation to the internationalization of their business. Schuler et al (2009) similarly recently positioned the different views that have existed about the nature of IHRM. IHRM encompasses: ‘. . . the worldwide management of people in the multinational enterprise’ (Poole, 1990; p1) ‘. . . human resource management in an international environment . . . problems created in an MNC performing business in more than one country, rather than those posed by working for a foreign firm at home or by employing foreign employees in the local firm’ (Briscoe and Schuler, 2004; p1) ‘. . .how MNCs manage their geographically dispersed workforce in order to leverage their HR resources for both local and global competitive advantage’ (Scullion, 2005; p5) ‘. . . a branch of management studies that investigates the design of and effects of organizational human resource practices in cross-cultural contexts’ (Peltonen, 2006; p523) ‘. . . all issues related to the management of people in an international context [including] human resource issues facing MNCs in different parts of their organizations [and] comparative analyses of HRM in different countries’ (Stahl and Björkman...
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...the management of human resources across international borders are increasingly important to international human resource managers and academics. The research presented in this paper examines international human resource management (IHRM) pedagogy and practice in Australia. It reports IHRM academicians’ and practitioners’ understanding of the major issues for teaching and practice in IHRM and elucidates current developments and directions for this field. Keywords International human resource management; pedagogy; Australia. Introduction During the last two decades academicians and practitioners of international management have paid increasing attention to the impact of globalization on the management of human resources across national boundaries. International businesses have increasingly turned their attention to issues such as expatriate management (employees being transferred by organizations to work outside their country of origin/permanent residence), managing in other cultures and managing diversity in multicultural domestic workforces. Simultaneously, academicians have advanced understanding in these areas through the development of a distinct sub-field within the management discipline, namely international human resource management (IHRM) (Dowling et al., 1999). As more markets internationalize, more nations become integrated into the...
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...mechanical, or other means, including photocopying and recording, or in information storage or retrieval systems, without written permission from the Centre for Financial & Management Studies, SOAS, University of London. International Human Resource Management Course Introduction and Overview Contents 1 Course Objectives 3 2 The Authors 4 3 Course Structure 4 4 Learning Objectives 5 5 Study Materials and Resources 6 6 Teaching and Learning Strategy 6 7 Assessment 7 International Human Resource Management 2 University of London Course Introduction and Overview Centre for Financial and Management Studies 3 1 Course Objectives This course aims to introduce you to the study and practice of International Human Resource Management (IHRM). To benefit from this, you need, of course, to have a basic understanding of Human Resource Management (HRM) itself. HRM has developed from personnel management, but instead of concentrating primarily on the hiring and firing of staff, it is the strategic and coherent approach to the overall management of an organisation’s most valued assets – the people working there who contribute to the objectives of the business1. Its main aim is to develop personnel policies that improve employee relations at work. This course will, therefore, begin with an examination of the history and nature of Human Resource Management, before embedding it in its international context. In Unit 1, you will learn about the main tasks involved in HRM: •...
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