Presentation on theme: "INTERNATIONAL HUMAN RESOURCE MANAGEMENT"— Presentation transcript:
1 INTERNATIONAL HUMAN RESOURCE MANAGEMENT CHAPTER 11INTERNATIONAL HUMAN RESOURCE MANAGEMENT
2 HRMHRM Defined:The design of formal systems in an organization to ensure effective and efficient use of human talent to accomplish organizational goalsDeals with the entire relationship of the employee with the organizationSHRM Defined:It involves designing and implementing a set of internally consistent policies and practices that ensure a firm’s human capital contribute to the achievement of its business objectivesThis includes both vertical (linking HRM practices with strategic management process) and horizontal (the integration of the various HRM practices) integration as wellAdditionally, linking the people of the firm (in terms of their skills and actions) to the strategic needs of the firmIHRM: Applied to international setting
13 REASONS FOR U.S. EXPATRIATE FAILURE Spouse fails to adaptManager fails to adaptOther problems within the familyPersonality of the managerLevel of responsibilities
14 Reasons for expatriate failure, continued Lack of technical proficiencyNo motivation for assignment
15 MOTIVATIONS TO USE EXPATS Managers acquire international skillsCoordinate and control operations dispersed activitiesCommunication of local needs/strategic information to headquarters
16 HR PlanningProcess by which organizations anticipate future staffing needs and plan programs to ensure that the correct number and type of employees are available when they are needed.Concerned with the flow of people into, through, and out of an organization.
17 RECRUITMENT Attract qualified applicants The ability to locate, attract, and have available when needed, an adequate but appropriate number (supply) of qualified individuals who are a good match for the job and the overall organization and to accomplish this at the least possible expense.
18 US RECRUITMENT STRATEGIES Open and publicSee Exhibit 12.3
39 PERFORMANCE APPRAISAL Identifying people to reward, promote, demote, develop and improve, retain, or fireThe process by which an employee’s contribution to the organization during a specified period of time is assessed.
40 CHALLENGES OF EXPATRIATE PERFORMANCE APPRAISAL Unreliable dataComplex and volatile environmentsTime differences and distance separationLocal cultural situations
41 STEPS TO IMPROVE THE PROCESS 1. Fit the evaluation criteria to strategy.2. Fine tune the evaluation criteria3. Use multiple evaluators with varying periods of evaluation
42 EXHIBIT 11.6 Shows several sources of information a superior or the HRM professionals may use to evaluate an expatriate managers
50 OTHER APPROACHES Parent country wages everywhere Wean expatriates from allowancesPay based on local or regional marketsCafeteria selection of allowancesGlobal pay systems
51 THE REPATRIATION PROBLEM Difficult for many organizations"Reverse culture shock"Expatriates must relearn own national and organizational cultureIncludes whole family
52 STRATEGIES FOR SUCCESSFUL REPATRIATION PROVIDE: A strategic purpose for repatriationA team to aid the expatriateHome country information sourcesTraining and preparation for the returnSupport for expatriate and family
53 WOMEN EXPATRIATES: TWO IMPORTANT "MYTHS" Myth 1: women do not wish to take international assignmentsMyth 2: women will fail in international assignments because of the foreign culture's prejudices against local women
54 SUCCESSFUL WOMEN EXPATRIATES Foreign not femaleemphasize nationality not genderThe woman's advantagestrong in relational skillswider range of interaction options