HR DEPARTMENT IN OVERSEAS
EXECUTIVE SUMMARY
In these times of internationalisation and globalisation, international human resource management is becoming an important concept for human resource practitioners to be aware of and to practise. This is vital for human resource managers in multinational corporations and international joint ventures, and also for domestic based human resource managers who import staff from overseas. In order to keep up with the pace, human resource managers will have to have a global vision of how to manage their people effectively both at home and abroad. Managing international human resources enables a business to compete more successfully in the world market place, and is an excellent developmental tool for its employees.
2.0INTRODUCTION
One of the fundamental challenges facing companies of all sizes is determining how to organize and staff their operations. This task becomes even more complex when a company decides to do business across national borders.
A small business owner may start out as the only employee in his or her company. In this case organization and staffing simply involves the efficient allocation of the owner’s time and attention to the various tasks associated with the business. As the company grows, more employees will probably be hired. When this occurs, it is useful to explicitly look at how tasks can be allocated across employees in a systematic way. As the company grows still larger, it is often useful to begin organizing the company into departments.
In many cases, a company’s early moves overseas involve reacting to an apparently random or unexpected overseas business opportunity. At first, such business may be conducted anywhere in the organization on an ad hoc basis. As a company extends its operations overseas, it takes on additional complexity as decisions have to be made which address global and local product design, local responsiveness to individual markets, cross-border financing, etc. As the international side of the
In these times of internationalisation and globalisation, international human resource management is becoming an important concept for human resource practitioners to be aware of and to practise. This is vital for human resource managers in multinational corporations and international joint ventures, and also for domestic based human resource managers who import staff from overseas. In order to keep up with the pace, human resource managers will have to have a global vision of how to manage their people effectively both at home and abroad. Managing international human resources enables a business to compete more successfully in the world market place, and is an excellent developmental tool for its employees.
2.0INTRODUCTION
One of the fundamental challenges facing companies of all sizes is determining how to organize and staff their operations. This task becomes even more complex when a company decides to do business across national borders.
A small business owner may start out as the only employee in his or her company. In this case organization and staffing simply involves the efficient allocation of the owner’s time and attention to the various tasks associated with the business. As the company grows, more employees will probably be hired. When this occurs, it is useful to explicitly look at how tasks can be allocated across employees in a systematic way. As the company grows still larger, it is often useful to begin organizing the company into departments.
In many cases, a company’s early moves overseas involve reacting to an apparently random or unexpected overseas business opportunity. At first, such business may be conducted anywhere in the organization on an ad hoc basis. As a company extends its operations overseas, it takes on additional complexity as decisions have to be made which address global and local product design, local responsiveness to individual markets, cross-border financing, etc. As the international side of the
References: Kudabe, K. (2014). Strategic human resource management. Slideshare.net. Retrieved 18 July 2014, from http://www.slideshare.net/IBBEdiRAAX/strategic-human-resource-management-16199394 Beaver, B Florkowski, G.W., & Raghu, N., 1993. MNC Responses to the Legal Environment of International HRM L. Grobovsky, “Protecting Your Workers Abroad With a Global Diversity Strategy,” Canadian HR Reporter (November 1, 1999), pp. 15–16. Gaugler, “HR Management,” p. 27. See also S. Ronen & O. Shenkar, “Using Employee Attitudes to Establish MNC Regional Divisions,” Personnel (August 1988), pp. 32–39. process, 4. (2013). HR SUCCESS TALK: 4 Steps of robust Recruitment process. [online] Hrsuccesstalk.blogspot.com. Available at: http://hrsuccesstalk.blogspot.com/2013/02/4-steps-of-robust-recruitment-process.html [Accessed 17 Jul. 2014]. J du Plessis, A. and Beaver, B. (2008). The Changing Role of Human Resource Managers for International Assignments. 4th ed. International Review of Business Research Papers, p.176. Akrani, G. (2014). What is Departmentalization? Definition Meaning. [online] Kalyan-city.blogspot.com. Available at: http://kalyan-city.blogspot.com/2012/02/what-is-departmentalization-definition.html [Accessed 18 Jul. 2014]. Mysafetyandhealth.com, (2011). My Safety and Health: Department of Occupational Safety and Health (Malaysia). [online] Available at: http://www.mysafetyandhealth.com/2011/08/department-of-occupational-safety-and.html [Accessed 18 Jul. 2014]. S. Greengard, “Mission Possible: Protecting Employees Abroad,” Workforce (August 1997), pp. 30-32. Zane Benefits, I. (2014). Employee Retention Strategies. [online] Zanebenefits.com. Available at: http://www.zanebenefits.com/employee-retention-strategies [Accessed 17 Jul. 2014]. US Legal.com, (2014). Employee Retention Law & Legal Definition. [online] Available at: http://definitions.uslegal.com/e/employee-retention/ [Accessed 17 Jul. 2014].