International-Human-Resource-Management国际人力资源管理(ppt文档).ppt

International Human International Human Resources and Multinational Resources and Multinational CorporationsCorporationsHRM typically refers to those activities undertaken by an organisation to utilize human resources effectively,HR planningStaffing(recruitment,selection,placement)Performance managementTraining and developmentCompensation(remuneration)and benefitsIndustrial relationsDowling and Welch,2004Human resource ActivitiesHRM FunctionsHRM FunctionsnnArmstrong(1999)defines HRM as strategic and Armstrong(1999)defines HRM as strategic and coherent approach to the management of coherent approach to the management of organisations most valued asset-the people organisations most valued asset-the people working there who individually and collectively working there who individually and collectively contributes to the achievement of the goalscontributes to the achievement of the goalsnnBoxhall and Purcell give a broader definition as Boxhall and Purcell give a broader definition as human resources management includes the firms human resources management includes the firms work system and its employment practices.It work system and its employment practices.It embraces both individual and collective aspects of embraces both individual and collective aspects of people management people management HRM and Personnel ManagementqPersonal management deals purely with the practical aspects of recruitment,staff appraisal,training,job evaluation e.t.c.qHRM on the contrary has a strategic dimension and involves the total deployment of all the human resources available to the firm,including integration of personnel and other HRM considerations into the firms overall corporate planning and strategy formulation procedures.What changes when HRM goes international?1.The human resources activities of procurement,allocation and utilizationThese activities can be expanded into the six activities mentioned previouslyDowling and Welch,20042.The national or country categories involvedThe host country where a subsidiary may be locatedThe home country where the firm is headquarteredThe“other”countries that may be the source of labour,finance or other inputsDowling and Welch,2004What changes when HRM goes international?3.The three categories of employees of an international firmHost-country nationalsParent-country nationalsThird-country nationalsDowling and Welch,2004What changes when HRM goes international?A model of IHRMA model for Investigating HRM strategiesBrewsters and Hegswichs(1994)model of HRM shows corporate strategies,HRM strategies and practices that are located both within the internal and external environments of HRMThe internal environment includes organisational features such as size,structure and corporate cultureThe external environment includes national culture,power systems,legislation,education and employee representationThe model mainly serves as a reminder to practitioners that their human resources strategies must reflect the organisational and national cultures in which they are operatingA model for Investigating HRM strategiesIHRM is the interplay among these three dimensions human resource activities,types of employees and countries of operation.IHRM involves the same activities as domestic HRMDomestic HRM is involved with employees within only one national boundaryDowling and Welch,2004IHRM and HRMAn obvious difference between domestic and international HRM is that staff are moved across national boundaries into various roles within the international firms foreign operations(expatriates)An expatriate is an employee who is working and temporarily residing in a foreign country(also“international assignees”)Dowling and Welch,2004What is an expatriate?International Human Resource International Human Resource Management(IHRM)Management(IHRM)nnInternational human resource management(IHRM)International human resource management(IHRM)is the process of selecting,training,developing,is the process of selecting,training,developing,and compensating personnel in overseas and compensating personnel in overseas positions.positions.nnBoxhall(1992)defines IHRM as being concerned Boxhall(1992)defines IHRM as being concerned with the human resource problem of multinational with the human resource problem of multinational firms in foreign subsidiaries(such as expatriate firms in foreign subsidiaries(such as expatriate management)management)Criteria relevant to the definition of IHRMCriteria relevant to the definition of IHRMThere are a number of criteria relevant to the definition of IHRM:1.IHRM concern with HRM issues that cross national boundaries or are conducted in locations other than the home country headquarters of the organisations within the study2.IHRM is concerned with the relationships between the HRM activities of organisations and the foreign environments in which the organisation operates3.IHRM includes comparative HRM studies,for example how companies in Japan,Thailand,Austria and Switzerland plan for increased employee commitment,upgrading of employee skills etc IHRM and Organisational StructureIHRM and Organisational StructureThe type of international organisational structure adopted by the MNE will provide the context for many of the IHRM issues faced by the companyThe five readily types of organisational structure includes:1.International division structure2.International geographic/regional structure3.International product structure4.International functional structure5.Matrix or mixed structureInternational Organisational structureInternational Organisational structureChief executive/HeadquartersProductionMarketingFinancePersonnelInternational divisionCountry ACountry BCountry CProduct AProduct BProduct CProductionMarketingFinancePersonnelCountry CCountry BCountry AInternational geographic structureInternational product structureInternational Functional structureInternational HRM ApproachesInternational HRM Approachesn nForms of approaches are often used to Forms of approaches are often used to describe the ways in which MNEs might describe the ways in which MNEs might conduct their international HRM policies.conduct their international HRM policies.These are:These are:The Ethnocentric approachThe Ethnocentric approachThe Polycentric approachThe Polycentric approachThe Geocentric approachThe Geocentric approachThe Regiocentric approachThe Regiocentric approachThe Ethnocentric approachThe Ethnocentric approachIn this approach,all key positions in the host country subsidiary are filled by nationals of the parent companyThis approach offers the most direct control by the parent company over the host subsidiary,and is often adopted when there is felt to be the need to maintain good communication between the headquarters of the MNE and the subsidiaryThis approach is often followed in the early stages of internationalisation when the MNE is seeking to establish a new business or product in another country.Vodaphone is an example of ethnocentric approachThe polycentric approachThe polycentric approachIn this approach,host country nationals are recruited to manage the subsidiaries in their own country.This allow the MNE to take a lower profile in sensitive economic and political situations and helps to avoid intercultural management problemsPolycentric firms tend to act like a federation of semi-autonomous organizations with financial controls or strict reporting structures holding them together.Subsidiaries are able to reflect the local cultural norms,and headquarters appreciates the need for different organization designs,procedural norms,rewards systems,etc.,as long as profits flow to the centre.The Geocentric approachThe Geocentric approachThis approach utilises the best people for all the key jobs throughout the organisation irrespective of their nationality or geographical location of the post to be filled.In this way an international executive team can be developedGeocentric firms are seen as the ideal,collaborative,and meritocratic form of global organization.(Unilever is seen as an example based on the above statement.)An equal sharing of power and responsibility between headquarters and subsidiary;senior management promoted according to ability rather than nationality;subsidiaries that share worldwide objectives with managers focusing beyond national market interests.n nWith this approach,the MNE divides its With this approach,the MNE divides its operations into geographic regions and operations into geographic regions and moves staff within particular regions,e.g.moves staff within particular regions,e.g.Europe,America,Asia rather than between Europe,America,Asia rather than between regions.regions.The Regiocentric approachThe Regiocentric approachnnChoices between these different approaches will Choices between these different approaches will depend on the culture,philosophy,and the local depend on the culture,philosophy,and the local conditions in which the firm operates.conditions in which the firm operates.nnFinding the right balance between integration and Finding the right balance between integration and decentralisation for IHRM is complex and the mix decentralisation for IHRM is complex and the mix depends on the following:depends on the following:Degree and type of internationalisationDegree and type of internationalisationTypes of industry and marketsTypes of industry and marketsCharacteristics and staffCharacteristics and staffCultural preferenceCultural preferenceFactors affecting the choice of approachFactors affecting the choice of approachn nThere is a range of options for There is a range of options for international firms as to how they may international firms as to how they may expand,from exporting through to using expand,from exporting through to using wholly-owned subsidiaries.wholly-owned subsidiaries.n nIn general an integrated and more In general an integrated and more ethnocentric approach to HRM is often ethnocentric approach to HRM is often adopted for the wholly-owned adopted for the wholly-owned subsidiary,with the MNE retaining subsidiary,with the MNE retaining centralised control over the way in centralised control over the way in which its employees are managedwhich its employees are managedDegree and type of internationalisationDegree and type of internationalisationn n for more global industry,IHRM for more global industry,IHRM approach to be adopted is ethnocentric approach to be adopted is ethnocentric and for multidomestic industry,IHRM is and for multidomestic industry,IHRM is more likely to be Polycentricmore likely to be PolycentricType of industry and markets Type of industry and markets servedservedCharacteristics of staffCharacteristics of staffn nThe type of employees may well The type of employees may well influence the degree to which the IHRM influence the degree to which the IHRM function is decentralised.function is decentralised.n nFor example,if the employees of a For example,if the employees of a subsidiary consists of highly skilled,subsidiary consists of highly skilled,experienced and fully committed staff,experienced and fully committed staff,the IHRM function may be decentralisedthe IHRM function may be decentralisedn nWhere the employees may consist of Where the employees may consist of unskilled and temporary staff the unskilled and temporary staff the headquarters will have a greater controlheadquarters will have a greater controlCultural preferencesCultural preferencesn nThe degree of integration and The degree of integration and decentralisation will also depend on the decentralisation will also depend on the cultural preferences towards either of these cultural preferences towards either of these approaches to management in both the approaches to management in both the organisation and in the country in which the organisation and in the country in which the subsidiary operates,the latter reflects subsidiary operates,the latter reflects Hofstedes idea of national cultural distanceHofstedes idea of national cultural distanceIHRM ChallengesIHRM Challengesn nTwo of the major human resource Two of the major human resource management challenges facing MNEs management challenges facing MNEs are those of selecting qualified people are those of selecting qualified people for overseas assignments and,for overseas assignments and,n nEffectively repatriating home-country Effectively repatriating home-country nationals into the workforce upon their nationals into the workforce upon their return.Each presents a significant return.Each presents a significant challenge.challenge.International screening criteria and International screening criteria and selection proceduresselection proceduresn nInternational screening criteria are those International screening criteria are those factors used to identify the individuals factors used to identify the individuals regarded as most suitable for overseas regarded as most suitable for overseas assignment.assignment.n nSome MNEs use an extensive list,Some MNEs use an extensive list,whereas others rely on only a handful of whereas others rely on only a handful of factors.factors.n nA number of screening criteria are A number of screening criteria are commonly used in determining whom to commonly used in determining whom to send overseas.send overseas.International screening criteria and International screening criteria and selection proceduresselection proceduresn nThese criteria focus on both individual These criteria focus on both individual and family considerations.and family considerations.n nSome of these criteria are in the form of:Some of these criteria are in the form of:n nAdaptabilityAdaptabilityn nSelf-relianceSelf-reliancen nAge,experience,and educationAge,experience,and educationn nHealth and family statusHealth and family statusn nMotivation and leadershipMotivation and leadershipn nSelection proceduresSelection proceduresRepatriation of expatsRepatriation of expatsnnRepatriation is the process of returning home at Repatriation is the process of returning home at the end of an overseas assignment.the end of an overseas assignment.nnManagers are repatriated for a number of reasons.Managers are repatriated for a number of reasons.nnThe most common one is that the predetermined The most common one is that the predetermined time assignment is completed.time assignment is completed.nnAnother reason is the desire to have their children Another reason is the desire to have their children educated in the home countryeducated in the home countrynnFinally,as in any position,if a manager has Finally,as in any position,if a manager has performed poorly,the MNE may decide to put performed poorly,the MNE may decide to put someone else in the position.someone else in the position.Training and developmentTraining and developmentnnTraining is the process of altering employee Training is the process of altering employee behaviours and attitudes in a way that increases behaviours and attitudes in a way that increases the proba