1. International Human Resource Management
Managing people in a multinational context
Introduction

2. Chapter Objectives Define key IHRM terms
Review expatriate* management evolution
Outline differences between domestic and international HRM
Discover the increasing complexity and potential challenges of current IHRM
* = Give up residence in one’s homeland and take residence in another country.
IHRM Chapter 1

3. Inter-relationships between approaches to a field
Figure 1-1
Inter-relationships between approaches to a field
IHRM = International Human Resource Management
HR = Human Resources
IR = Industrial Relations (Employment Relations)
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4. Defining HRM An organization’s HRM activities include:
Human resource planning
Staffing (recruitment, selection, placement)
Performance management
Training and development
Compensation (remuneration) and benefits
Industrial relations
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5. Inter-relationships between approaches to the field
Figure 1-2
Inter-relationships between approaches to the field
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6. International assignments create expatriates
Figure 1-3
International assignments create expatriates
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7. Differences between domestic HRM and IHRM
IHRM complexity can be attributed to six factors:
Human resource planning
Staffing (recruitment, selection, placement)
Performance management
Training and development
Compensation (remuneration) and benefits
Industrial relations
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8. Variables that moderate differences between domestic and international HRM
Figure 1-4
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9. Steps to truly international HRM
Recognize that one’s own HRM reflects home culture assumptions and values.
Recognize that one’s own peculiar ways are neither universally better nor worse than others - just different and likely to exhibit strengths and weaknesses, particularly abroad.
Recognize that organization’s foreign subsidiaries may prefer other ways to manage people – ways that are neither intrinsically better nor worse, but possibly more effective locally.
Headquarters willingness to acknowledge cultural differences and steps to make them discussable and therefore usable.
Build shared genuine belief that cross-cultural learning will result in more creative and effective ways of managing people.
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10. Strategic HRM in multinational enterprises
Figure 1-5
Strategic HRM in multinational enterprises
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