Upload
ashwini-patade
View
70
Download
0
Embed Size (px)
Citation preview
PRESENTATION ON INTERNATIONAL HUMAN
RESOURCE MANAGEMENTPRANITA GOLE- 1315FM009ANIKET KARADE- 1315FM0
TABISH KHAN- 1315FM0MANALI MANJREKAR-1315FM016
•INTRODUCTION
•MEANING OF INTERNATIONAL HRM
•DEFINITION OF INTERNATIONAL HRM
•CORE FUNCTIONS OF INTERNATIONAL HRM
DEALING WITH
DEALING WITH
CORE FUNCTIONS OF INTERNATIONAL HRM
1. GLOBAL RECRUITMENT
2. GLOBAL SELECTION PROCESS
3. EXPATRIATES
4. PERFORMANCE APPRAISAL
5. TRAINING & DEVELOPMENT
6. COMPENSATION
7. WOMEN IN INTERNATIONAL BUSINESS
8. DUAL CAREER GROUPS
9. INTERNATIONAL INDUSTRIAL RELATIONS
10. CONCERNS OF TRADE UNIONS
11. PARTICIPATIVE MANAGEMENT
GLOBAL RECRUITMENT
SOURCE OF GLOBAL RECRUITMENT
i. PARENTS COUNTRY NATIONALSii. HOST COUNTRY NATIONALSiii. THIRD COUNTRY NATIONALS
GLOBAL SELECTION PROCESS
APPROACH
•ETHNOCENTRIC APPROACH•POLYCENTRIC APPROACH•GEOCENTRIC APPROACH
NON-WORKCULTURE-NOVELTYFAMILY
ADJUSTMENT
INDIVIDUALSELF-
EFFICENCYRELATION-
SKILLS
JOB ROLE CLARITY
ROLE CONFLICT
ORGANISATION CULTURE
CULTURENOVELTY
SOCIAL-SUPPORT
DEGREE OF ADJUSTMENT
WORK ADJUSTMENT
GENERAL ADJUSTMENT
EXPATRIATES
DIMENSIONS OF INTERNATIONAL ADJUSTMENT
INTERNATIONAL ADJUSTMENT
PERFORMANCE APPRAISAL
OBJECTIVES
•360 PERFORMANCE APPRAISAL
•METHODS OF PERFORMANCE APPRAISAL
TRAINNING & DEVELOPMENT
• Training :
Is the act of increasing the knowledge and skill of an employee for doing a particular job.
• Development:
Is a systematic process of growth and by which the executives develop their ability to manage.
IMPORTANCE OF TRAINNNG:
• IMPROVE JOB KNOWLEDGE AND SKILL AT ALL LEVEL OF ORGANIZATION.
• IMPROVE MORAL OF HUMAN RESOURCES.
• IMPROVE PROFITABILITY
• IMPROVE RELATION BETWEEN BOSS AND SUBORDINATES
• IMPROVE UNDERSTANDING OF CULTURE OF VARIOUS COUNTRIES.
NEED FOR TRAINNIG AND DEVELOPMENT:• TO MATCH EMPLOYEE SPECIFICATIONS WITH THE JOB REQUIREMENT AND
ORGANIZATIONAL NEED.
• TO ACHIEVE ORGANIZATIONAL VIABILITY AND THE TRANSFORMATION PROCESS.
• TO MEET THE CHALLENGES OF TECHNOLOGICAL ADVANCE
• TO UNDERSTAND THE ORGANIZATIONAL COMPLEXITY
• TO MAKE THE EMPLOYEE AND HIS FAMILY MEMBER FAMILIAR WITH THE LANGUAGE, CUSTOMS, TRADITION, ETC. OF THE FOREIGN COUNTRY.
CROSS CULTURAL TRAINING
• CROSS CULTURAL TRAINING ENABLES THE EXPATRIATES TO LEARN THE CULTURAL NORMS, VALUES, APTITUDE, ATTITUDE, BELIEFS, BEHAVIORS, PRACTICES OF THE HOST COUNTRY.
CONTENT OF CROSS CULTURAL TRAINING:• INFORMATION OF FACT ORIENTED TRAINING
• ATTRIBUTION TRAINING
• CULTURAL AWARENESS TRAINING
• COGNITIVE-BEHAVIOUR MODIFICATION TRAINING
• EXPERIMENTAL TRAINING
TRAINING TECHNIQUES
• LECTURE
• AREA BRIEFING
• READING MATERIAL
• VIDEO FILMS
• CLASSROOM LANGUAGE TRAINING
• CASE STUDIES
• SENSITIVE TRAINING
• ROLE-PLAYS
• FIELD TRIPS
• SIMULATION
• INTERACTIVE LANGUAGE TRAINING
• CULTURAL ASSIMILATORS
COMPENSATION AND BENEFITS
COPENSATION IN GLOBAL COMPANIES:• EXPATRIATE PAY
• GRATUITY
• ALLOWANCES
• TAXATION
COMPONENTS OF INTERNATIONAL COMPENSATION PACKEGE
• PAY OR BASE SALARY• COST OF LIVING ALLOWANCES• TAX EQUALIZATION ALLOWANCES• HOUSING ALLOWANCES• EDUCATIONAL ALLOWANCES• RELOCATION ALLOWANCES• SETTLING-IN AND SETTLING-OUT ALLOWANCES• MEDICAL ALLOWANCES• HARDSHIP AND DANGER ALLOWANCES• EXCHANGE RATE PROTECTION ALLOWANCES• INSURANCE ALLOWANCES• STOCK OPTION• BONUS• GRATUITY• PENSION• BENEFITS • SOCIAL SECURITY MEASURE
COMPLEXITIES IN INTERNATIONAL COMPENSATION SYSTEM
• THE SALARY AND BENEFITS LEVEL VARY COUNTRY TO COUNTRY
• COST OF LIVING VARIES WIDELY AMONG COUNTRIES
• VARYING REQUIREMENT OF PROVIDING HOUSING AND MEDICAL AND HEALTH FOR EMPLOYEE
• VARYING SALARY LEVEL EXPATRIATES IN THEIR RESPECTIVE HOME COUNTRIES
• FOREIGN EXCHANGE RATE FLUCTUATE WIDELY
• VARYING TAX RATES
• VARYING RATE OF INFLATION AND DEFLATION
• VARYING LOCAL CONDITION IN HOST COUNTRY
• COUNTRY PERSPECTIVES
• CONSISTENCY AND EQUITY
• EXPECTATION OF DIFFERENT CATEGORIES OF EMPLOYEES.
DUAL CAREER GROUP
• DEVELOPMENT OF CAREER ORIENTED EMPLOYMENT NETWORK
• PROVIDE THE SERVICE OF JOB SEARCH FIRMS
• PROVIDE MORE TIME TO THE EMPLOYEE SO THAT THE SPOUSE CAN FIND A JOB
• ESTABLISH EDUCATION FUND TO ACQUIRE TRAINING
• PROVIDE HELP FOR PROFESSIONAL EMPLOYMENT OPPORTUNITIES
• PROVIDE ACTIVITIES TO THE SPOUSE BASED ON THEIR APTITUDE
• PROVIDE REALISTIC PRE-DEPARTURE INFORMATION ON FOREIGN JOB OPPORTUNITY
• ADDRESS THE QUESTION OF UN EMPLOYMENT ,BENEFITS, PENSION, ETC.
• SPOUSE HAVE TO BE FLEXIBLE IN FINDING A BROAD AREA OF APPROPRIATE EMPLOYMENT FOR THEM
• MEANING– INDUSTRIAL RELATIONS IS A
WHOLE FIELD OF RELATIONSHIP THAT EXISTS BECAUSE OF THE NECESSARY COLLABORATION OF PARTIES IN THE EMPLOYMENT PROCESS:
– FOLLOWING ARE THE VITAL PARTIES INVOLVED:• EMPLOYEES
• EMPLOYEE UNIONS
• EMPLOYER
• EMPLOYERS ASSOCIATIONS
• GOVERNMENT
• EVOLUTION– IR IS THE OUTCOME OF THE
PRACTICES OF HUMAN RESOURCES MANAGEMENT
– IMPORTANT AREAS OF IR• TRADE UNION
• GRIEVANCE PROCEDURE
• DISCIPLINARY PROCEDURE
• COLLECTIVE BARGAINING
• INDUSTRIAL CONFLICTS INCLUDING STRIKES AND LOCK OUTS
• WORKERS PARTICIPATION IN MANAGEMENT
• QUALITY CIRCLES
• QUALITY OF WORK LIFE
INTERNATIONAL INDUSTRIAL RELATION
U.S.A.
1. GENEROUS
HOLIDAYS
2. JOB RESPECTED
3. GOOD HOURS
4. USE INITIATIVE
TURKEY
1. GENEROUS
HOLIDAYS
2. INTERESTING
JOB
3. RESPONSIBILITY
4. USE INITIATIVE
GERMANY
1. GENEROUS
HOLIDAYS
2. JOB RESPECTED
3. GOOD HOURS
4. RESPONSIBILITY
CHINA
1. GENEROUS
HOLIDAYS
2. RESPONSIBILITY
3. USE INITIATIVE
4. INTERESTING
JOB
INDIA
1. GENEROUS
HOLIDAYS
2. USE INITIATIVE
3. INTERESTING
JOB
4. GOOD HOURS
RUSSIA
1. RESPONSIBILITY
2. USE INITIATIVE
3. GENEROUS
HOLIDAYS
4. GOOD HOURS
NIGERIA
1. GENEROUS
HOLIDAYS
2. GOOD HOURS
3. USE INITIATIVE
4. JOB RESPECTED
PERU
1. GENEROUS
HOLIDAYS
2. INTERESTING
JOB
3. GOOD HOURS
4. ACHIEVE
SOMETHING
COMPOSITION OF THE CULTURAL ENVIRONMENT OF INTERNATIONAL BUSINESS
Religion
sacred objects
philosophical
systems
beliefs & norms
prayer
taboos
holidays
rituals
Technology and
Material Culture
transportation
energy systems
tools & objects
communications
urbanization
science
invention
Values and Attitudes
Toward:
time
achievement
work
wealth
change
scientific method
risk-taking
Education
formal education
vocational training
primary education
secondary education
higher education
literacy level
human resources
planning
Social Organization
kinship
social institutions
authority structures
interest groups
social mobility
social stratification
status systems
Language
spoken
written language
official language
linguistic pluralism
language hierarchy
international
languages
mass media
Law
common law
code law
foreign law
home country law
antitrust policy
international law
regulation
Politics
nationalism
sovereignty
imperialism
power
national interests
ideologies
political risk
STRATEGIES USED BY MNC
• MNC HAVE TO DEAL WITH THE EMPLOYEES OF VARIOUS COUNTRIES WITH VARIED CULTURAL, SOCIAL, POLITICAL AND RELIGIOUS ENVIRONMENT OF ONLY ONE COUNTRY AND IT HAS TO FORMULATE ANOTHER STRATEGY FOR ANOTHER COUNTRY.
• MNC DECENTRALISE THEIR IR POLICIES AND PRACTICES.
• IR ARE SEEN IN THE LARGER INTEREST OF SOCIAL CLASS STRUGGLE IN SWITZERLAND, FRANCE AND ITALY.
• IN MOST OF THE OTHER COUNTRIES THIS IS SEEN ONLY AS THE RELATIONSHIP BETWEEN WORKERS AND MANAGEMENT
CONCERN OF TRADE UNION (TU) IN MNC
• STRATEGIES• THE SIGNIFICANT CONCERN OF TU’S TOWARDS MNCS IS THAT THE LATER CAN SHIFT THE
MANUFACTURING AND OTHER BUSINESS VENTURE TO OTHER COUNTRIES WHERE THE INFLUENCE OF TU IS EITHER ZERO OR RELATIVELY LESS. THEREFORE, TU IN MNC DEAL WITH THE EMPLOYERS CAREFULLY AND JUDICIOUSLY
• MNCS LOCATE VERY CRUCIAL OPERATION IN HOME COUNTRY OR WHERE SUCH HUMAN RESOURCES ARE AVAILABLE AND LOCATE OTHER BUSINESS OPERATIONS IN THE OTHER COUNTRIES WHERE THE HUMAN RESOURCE COST IS CHEAP. IN FACT IT OFFERS RELATIVELY HIGHER SALARIES THAN THAT OF DOMESTIC ORGANIZATION, BUT SIGNIFICANTLY LESS THAN THAT OF ITS HQ OR HIGHER SALARY RANGE COUNTRIES. THESE PRACTICES REDUCE BARGAINING POWER OF TU AS WELL AS REDUCE TU ACTIVES.
• EG: MICROSOFT, ORACLE CORPORATION OPERATING IN INDIA FOLLOWS THIS STRATEGY
• SOME MNC IMPLEMENT THE PARENT COMPANY’S AS WELL AS HOST COUNTRY HR POLICIES TO REDUCE INFLUENCE OF TU
• EG. : JAPANESE AUTOMOBILE COMPANIES OPERATING IN THE USA FOLLOW THE HR POLICIES THEY FOLLOW IN THEIR PARENT COMPANIES THAT PREVENT IN THE FORMATION OF TU IN US SUBSIDIARIES.
1) OFFSET THE LOSSES IN ONE COUNTRY WITH THE PROFITS EARNED IN OTHER COUNTRY
2) ALTERNATE/DUAL SOURCE
3) DEVELOPMENT OF DIVERSIFIED PORTFOLIOS
1) OPTIMUM SIZE
2) LOCATION AND SHIFTING
3) CLOSER OF UNITS
1)EMPLOYMENT
2) RELOCATION OF JOBS/ BUSINESS OUTSOURCINGEG:THE USA AND UK MNCS RELOCATED THEIR MANUFACTURING UNITS IN INDIA AND CHINA
3) SALARIES AND BENEFITS
INFLUENCES OF TU HUMAN RESOURCE
PRACTICES OF MNCS
INFLUENCES OF TU ON BUSINESS PRACTICES OF MNCS
MNCS STRATEGIES TO COUNTER TU INFLUENCES
PARTICIPATIVE MANAGEMENT
• MEANING:
SYSTEM OF COMMUNICATION AND CONSULTATION EITHER FORMAL OR
INFORMAL BY WHICH EMPLOYEES OF AN ORGANIZATION ARE KEPT INFORMED ABOUT THE AFFAIRS AND THROUGH WHICH THEY EXPRESS THEIR OPINIONS TO THE MANAGEMENT IN DECISION MAKING
• EVOLUTION:
THE WORKER MANAGEMENT JOINT COMMITTEES WHICH WERE SET UP IN BRITISH
MUNICIPAL UNDERTAKING IN 1916
USA, FRANCE, SWEDEN, WEST GERMANY, ETC ALSO MADE ATTEMPTS TO INTRODUCE SCHEME OF WORKERS PARTICIPATION IN MANAGEMENT