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... [continues]

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