Hrm Ikea China
International Human Resource Management Policies
Changes due to a new subsidiary in China of a MNE
The Case IKEA
1 IHRM: A Key Factor For Success Of A MNE – An Introduction
1.1 The three components of IHRM – a description
1.2 Key elements concerning IHRM – the details
1.2.1 Recruitment
1.2.2 Training and Development
1.2.3 Performance measurement
1.2.4 Compensation
2 The expansion of a Swedish MNE to China – an example
2.1 Sweden and China – a comparison
2.2 The “IKEA way” – an international company from Sweden
2.3 Changes due to an expansion of IKEA to China – the example
2.3.1 Recruitment
2.3.2 Training and development
2.3.3Performance measurement
2.3.4Compensation
2.4 Employing Swedish expatriates in China
3 A Swedish Company enters China – a conclusion
1 IHRM: A Key Factor For Success Of A MNC – An Introduction
“IHRM is important (…) because the conduct of business is increasingly international in scope and managing human resources is critical to the successful conduct of global business.”
(Dennis R. Briscoe, Randall S. Schuler 2004)
The Academy of Management Journal pointed out:
“It is instrumental (…) to harness the productive potential of their employees in order to achieve superior performance” (Mark A. Youndt et al. 1996)
This point of view is very likely to be true as technique develops faster and faster and thereby technical competitive advantages are levelled out really quick. Consequently the effective management of human resources (HRM) as the second element of a company’s capital seems more and more to be the crucial element for success.
Due to the increasing number of multinational corporations(MNC) and the fact that business isn’t done nationally anymore the pattern of HRM have been extended to international human resource management (IHRM) for the businesses mentioned.
These companies have to evaluate their HRM whether they still support the most effective way
Changes due to a new subsidiary in China of a MNE
The Case IKEA
1 IHRM: A Key Factor For Success Of A MNE – An Introduction
1.1 The three components of IHRM – a description
1.2 Key elements concerning IHRM – the details
1.2.1 Recruitment
1.2.2 Training and Development
1.2.3 Performance measurement
1.2.4 Compensation
2 The expansion of a Swedish MNE to China – an example
2.1 Sweden and China – a comparison
2.2 The “IKEA way” – an international company from Sweden
2.3 Changes due to an expansion of IKEA to China – the example
2.3.1 Recruitment
2.3.2 Training and development
2.3.3Performance measurement
2.3.4Compensation
2.4 Employing Swedish expatriates in China
3 A Swedish Company enters China – a conclusion
1 IHRM: A Key Factor For Success Of A MNC – An Introduction
“IHRM is important (…) because the conduct of business is increasingly international in scope and managing human resources is critical to the successful conduct of global business.”
(Dennis R. Briscoe, Randall S. Schuler 2004)
The Academy of Management Journal pointed out:
“It is instrumental (…) to harness the productive potential of their employees in order to achieve superior performance” (Mark A. Youndt et al. 1996)
This point of view is very likely to be true as technique develops faster and faster and thereby technical competitive advantages are levelled out really quick. Consequently the effective management of human resources (HRM) as the second element of a company’s capital seems more and more to be the crucial element for success.
Due to the increasing number of multinational corporations(MNC) and the fact that business isn’t done nationally anymore the pattern of HRM have been extended to international human resource management (IHRM) for the businesses mentioned.
These companies have to evaluate their HRM whether they still support the most effective way
Bibliography: Wall, S, and Rees, 2004. International Business 2nd ed., Pearson Education Ltd A Pearson Education Ltd Hofstede, G., 1980, Culture’s Consequences, Sage Fadel, J.J., 1997. International HR policy basics. Workforce Apr97 Supplement Global Workforce 76 (4) pp.29 Mark A. Youndt et al., 1996. Human Resource Management, Manufacturing Strategy, and Firm Performance. Academy of Management Journal. 39 (4) pp. 836 abtract from JSTOR Kathrin Mössler, 2003. The Pros and Cons of International Staffing Policies[online]. Institute for Economics and Management Vienna (WUW) available from http://www.grin.com/en/preview/13039.html Cross-Ways, (2002). The Skills of Intercultural Communication for IKEA Trading China. Management Training. 7-15 November. Gejroth, Lars, HR Department at IKEA Helsinborg 2003-11-15 IKEA 3 (2003) Purchasing HR directory, received by John Carlsson. IKEA 4 (1999) Our Human Resource Idea, Inter IKEA systems B.V. IKEA 5 (2001) The IKEA symbols–Leadership by example, Inter IKEA systems B.V.