international human resourse strategy

8/2/2019 International Human Resourse Strategy

1/13

Click to edit Master subtitle style

4/9/12

INTERNATIONALHUMAN RESOURSE

STRATEGY


2/13

4/9/12

INTRODUCTION

Strategic Management refers tothe process of Formulating,

implementation andevaluating business strategies to achieve

organizational objectives. At the core strategic managementprocess is a team comprising theCEO aided by top executives


3/13

4/9/12

INTERNATIONAL HRSTRATEGY

International Human Resource Strategy refers to the

process of developing practices, programmes and policies that helpachieve organizational objectives

What is essential is that theseprogrammes, policies and practicesneed to be aligned with

organizational strategies.


4/13

4/9/12 MBAO 6030 Human

Human ResourceManagement Strategy

The Meaning of Strategy

A critical factor that affects FirmPerformance

A factor that contributes toCompetitive Advantage in markets

Having a long-term focus

Plans that involve the top executivesand/or board of directors of the firm

A general framework that provides aperspective for selecting specific


5/13


HR Strategy: HR SystemInternal Fit

Performance Management System

HRStrategy

Goal Setting

Performance

Measurement

Coaching

Rewards

Appeal

Performance Evaluation


6/13


HR Strategy: Context of HRSystem

1.The Five Factors Influencing theHR System

External Environment

Social: social values, roles, trends, etc.

Political: political forces, changes. Ex.Bush presidency and its agenda forSocial Security.

Legal: laws, court decisions, regulatoryrules.

Economic: product, labor, capital,


7/13

4/9/12

TRENDS

Integration of the worlds economies andbusiness globalization continues unabated

International trade is growing more rapidly

than world output Foreign direct investment (FDI) flows are

increasing

The number of cross-border, inter-firmagreements has risen dramatically

Social, economic, and political

developments throughout the world


8/13

4/9/12

contd.

The external environment greatly influences HRMactivities

Each country has its own:

Laws

Business customs

Workforce characteristics

Political climate

The most difficult challenge to overcome is the people

challenge


9/13

4/9/12

Issues in IHRM

Managing international assignments Employee and family adjustment

Selecting the right person for a foreign assignment

Culture, communication and gauge

Language and communication


10/13

4/9/12

Barriers to effective global HRM

Variations

Perception of HR

Attitude and actions of headquarterstowards HR

Resistance to change

Cultural differences in learning andteaching styles


11/13

4/9/12

Main challenges in IHRM

High failure rates of expatriation andrepatriation

Deployment getting the right mix of skills inthe organization regardless of geographicallocation

Knowledge and innovation dissemination managing critical knowledge and speed of

information flow

Talent identification and development identify capable people who are able to

function effectively


12/13

4/9/12

The Cultural Nature of Global HRM

Cultural differences between nations caninfluence the effectiveness of HRM policiesand practices

HRM must be congruent with the culturalorientation of the workers

Hefstede says cultures vary in five dimensions:

Individualism versus collectivism

Power distance

Avoidance of uncertainty

Masculinity


13/13

4/9/12

international human resourse strategy

Documents