* IHRM as a key factor in the success of international business. * An overview of domestic HRM and discussion on what is different in IHRM. * What are the key elements of “best practice” in HRM? * To what extent are the principles of managing people universal and to what extent culture specific? * Inter-cultural or International?
* Do we have a strategy for becoming an international firm? * What type of managers will we need to be successful?
* How can I find out about the way that HRM is conducted in other countries (laws, trade unions, labor market). * What will be the impact of cultural norms on our HR policies. * How will we choose whether to send expatriates or use local employees. * How do we move people to different locations
* How do we manage transfer of knowledge across borders
Human Resource Management (HRM) involves all management decisions and practices that directly affect the people who work for the organization. Human Resources: the people who work for the organization. Human resource management (HRM, or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will also serve as the company's primary liaison with the employees' representatives (usually a labor union). HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. In startup companies, HR's duties may be performed by a handful of trained professionals or even by non-HR personnel. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners for the profession, institutions of higher education, professional associations, and companies themselves have created programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations likewise seek to engage and further the field of HR, as evidenced by several field-specific publications. International HRM (IHRM) is the process of: procuring,–allocating, and–effectively utilizing human resources–in a multinational corporation, while–balancing the integration and differentiation of HR activities in foreign locations. To reduce the risk of international human resource. To aviod cultural risks. To aviod regional disparities. To manage diversifies human capital. Motivations and Perspectives Shaped by Administrative Heritage Inter War Period :
Internationalize through rationally differentiated and responsive strategies.
European MNC expansion Immediate Post-War period :
Post-war reconstruction. Transfer of new technologies .
Leverage management skills. Internationalize through transfer of technological and managerial innovations. American MNC expansion . Mid 1960s to late 1970s :
Falling trade barrier . Homeogeniziing markets. Improved transport, communications. Internationalize by capturing global scale advantages and global competitive games. Japanese MNC expansion. STRATEGIC PERSPECTIVES IN MNCs
AN EVOLVING MANAGEMENT MENTALITY...
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