Professional Documents
Culture Documents
Resource
Management
Bino Joseph
Definition
The process of procuring, allocating and
effectively utilising human resources in an
international business is called international
human resources management (IHRM).
Need for IHRM
Managing expatriates
Globalization has forced HRM to have
international orientation
Effectively utilise services of people at both the
corporate office and at the foreign plants
3
Model of IHRM
HR
Activities
Procure
Utilise
Allocate
Types of
employees
Home country nationals
Host country nationals
Third country nationals
Countries
Home country
Host country
Third country
4
More HR activities
Need for a broader perspective
More involvement in employee personal lives
Changes in emphasis as the workforce mix of expatriates and
locals vary
Risk exposure
More external influences
Characteristics of IHRM
5
More Human Resource Activities
Difficulty in implementing HR in host countries
Aligning strategic business planning to HRP &
vice-versa
Developmental opportunities for international
managers.
Human Resource Planning
Ability to mix with organisations culture
Ethnocentric, polycentric or geocentric staffing
approach
Selection of expatriates
Coping with expatriate failure
Managing repatriation process
Employee Hiring
Emphasis on cultural training
Language training
Training in manners & mannerisms
Training & Development
6
Devising an appropriate strategy to compensate expatriates
Minimising discrepancies in pay between parent, host &
third country nationals
Issues relating to the re-entry of expatriates into the home
country
Compensation
Constraints while operating in host countries need to be
considered
Physical distance, time differences & cost of reporting
system add to the complexity
Identification of raters to evaluate subsidiary performance
Performance
Management
Handling industrial relations problems in a subsidiary
Attitude of parent company towards unions in a subsidiary
Union tactics in subsidiaries
Industrial
Relations
7
Need for Broader Perspective
Pay issues
Different countries, different currencies
Gender based pay in Korea, Japan, Indonesia
Health insurance for employees & their families
Nepotism common in small businesses in Asia Pacific region
Overtime working Korean & Japanese firms
Promotions based on seniority or merit
8
More Involvement in Employees
Personal Lives
More involvement for
both parent-country &
third-country nationals
Housing arrangements
Health care
Remuneration packages
Assist children left behind
in boarding schools
Changes in Emphasis
Need for parent-country &
third-country nationals
decrease as more trained
locals become available
Resources reallocated to
selection, training &
management development
9
Physical safety of the employees
Terrorism poses a great threat
Failure of expatriates to perform well
financial losses to the firm
Seizure of MNCs assets in a foreign
country
Risk
Exposure
Dealing with ministers, political figures,
economic & social interest groups
Hiring procedures dictated by host
country
Catch up with local ways of doing
business
External
Influence
10
Reasons for Growing Interest in
IHRM
Globalisation of
Business
Effective HRM
determinant of
success in
international business
Indirect costs of poor
performance in
international business
very costly
Movement to network
organisations from
traditional hierarchical
structures
Significant role in
implementation &
control of strategies
11
Basic Steps in IHRM
HRP
Recruitment & Selection
Training & Development
Performance
Management
Remuneration
Repatriation
Employee Relations
Multicultural
Management
12
HR Planning
Key Issues in International HRP
Identifying top management potential early
Identifying CSF for future international managers
Providing developmental opportunities
Tracking & maintaining commitment to individuals in
international career paths
Tying strategic business planning to HRP & vice-versa
Dealing with multiple business units while focusing on
global & regional strategies
13
Recruitment & Selection
Ethnocentric
Approach
Key management
positions held by
parent-country
nationals
Appropriate
during early
phases
P&G, Philips
Polycentric
Approach
Host-country
nationals hired to
manage
subsidiaries
Parent-country
nationals occupy
key positions at
corporate HQ
HUL
Geocentric
Approach
Seeks best
people for key
jobs, irrespective
of nationality
Underlying
principle of a
global
corporation
Colgate-
Palmolive
Regiocentric
Approach
Variation of
staffing policy to
suit particular
geographic areas
Provides a
'stepping stone'
for a firm wishing
to move from an
ethnocentric or
polycentric
approach to a
geocentric
approach
14
3 categories of employees can be hired parent country nationals (PCNs), host
country nationals (HCNs) & third country nationals (TCNs)
Advantages & Disadvantages of
Using PCNs
Advantages
Familiarity with home
office, goals, practices
Easy organisational control
& coordination
International exposure to
promising managers
PCNs