Presented By DanisHussain 2 3 Presented to: Sir Ahmad Tisman Pasha Presenter: Danis H ussain. Danis H ussain. BSIT 3 rd BSIT 3 rd Roll # 07-09 Roll #

Presented By DanisHussainPresented By DanisHussain 22


Presented to:Presented to:Sir Ahmad Tisman PashaSir Ahmad Tisman Pasha

Presenter:Presenter: DanisDanisHHussain.ussain.

BSIT 3BSIT 3rdrd

Roll # 07-09Roll # 07-09


What is a high performance What is a high performance organization?organization?

High performance organizations (HPOs).High performance organizations (HPOs).

HPOs designed to:HPOs designed to:

Bring out the best in people.Bring out the best in people.

Produce organizational capability Produce organizational capability

that delivers sustainable that delivers sustainable

organizational results.organizational results.


High-PerformanceHigh-PerformanceWork SystemsWork Systems

High-performance work systems: High-performance work systems: the combination of people, the combination of people, technology, and organizational technology, and organizational structure that makes full use of structure that makes full use of the organization’s resources and the organization’s resources and opportunities in achieving its opportunities in achieving its goals. goals.


To function as a high-performance To function as a high-performance work system, an organization needs work system, an organization needs the right people, technology, and the right people, technology, and structure.structure.

According to research, organizations According to research, organizations that introduce high-performance work that introduce high-performance work practices usually experience practices usually experience increases in productivity and long-increases in productivity and long-term financial performance. term financial performance.


Elements of a high-Elements of a high-performance work system performance work system

include:include:

–Organizational structureOrganizational structure–Task designTask design–PeoplePeople–Reward systemsReward systems– Information systems Information systems


Elements of a Elements of a High-Performance Work High-Performance Work

SystemSystem


Outcomes of a Outcomes of a High-Performance Work High-Performance Work

SystemSystem

High productivityHigh productivity–EfficiencyEfficiency–Higher profitsHigher profits–High qualityHigh quality–Great customer satisfactionGreat customer satisfaction–Low employee turnoverLow employee turnover


Outcomes of a Outcomes of a High-Performance Work High-Performance Work

SystemSystem


Conditions that Conditions that Contribute to High Contribute to High

PerformancePerformance

–Teamwork and Teamwork and empowermentempowerment

–Knowledge Knowledge sharingsharing

– Job satisfactionJob satisfaction–EthicsEthics


Knowledge SharingKnowledge Sharing

Learning organizationLearning organization – an organization in – an organization in which people continually expand their which people continually expand their capacity to achieve the results they desire.capacity to achieve the results they desire.

Continuous learningContinuous learning – refers to each – refers to each employee’s and each group’s efforts to employee’s and each group’s efforts to gather information and apply the information gather information and apply the information to their decisions.to their decisions.

A A learning culturelearning culture is an organizational culture is an organizational culture in which learning is rewarded, promoted, and in which learning is rewarded, promoted, and supported by manager and organizational supported by manager and organizational objectives.objectives.


HRM’s Contribution to HRM’s Contribution to High PerformanceHigh Performance

HRM practices that can HRM practices that can contribute to high performance contribute to high performance include:include:– Job designJob design–Recruitment and selectionRecruitment and selection–Training and developmentTraining and development–Performance managementPerformance management–CompensationCompensation–TechnologyTechnology


Employee Performance Employee Performance as a Processas a Process


GLOBAL GLOBAL HUMAN HUMAN

RESOURCE RESOURCE MANAGEMENTMANAGEMENT


Cultural Differences Affecting Cultural Differences Affecting Global Human Resource Global Human Resource

ManagementManagement

Cultural Cultural differences vary differences vary from country to from country to country with country with corresponding corresponding differences in HR differences in HR practicespractices


Country’s Culture Country’s Culture

Set of values, symbols, beliefs, Set of values, symbols, beliefs, languages, and norms that guide languages, and norms that guide human behavior within country human behavior within country

Learned behavior that develops as Learned behavior that develops as individuals grow from childhood to individuals grow from childhood to adultadult

Countries are recognizing that they Countries are recognizing that they need to understand culture of need to understand culture of countries in which they do business countries in which they do business


Evolution of Global Business Evolution of Global Business

Not long ago, Mercedes-Not long ago, Mercedes-BenzBenz was still a was still a GermanGerman company, General Electric was company, General Electric was AmericanAmerican, and Sony was , and Sony was JapaneseJapanese

Many United States firms such as Coca-Many United States firms such as Coca-Cola, Procter & Gamble, and Texas Cola, Procter & Gamble, and Texas Instruments do most of their business and Instruments do most of their business and employ most of their workers outside the employ most of their workers outside the U.S. U.S.

Many non-U.S. companies make products Many non-U.S. companies make products here such as with Toyota American making here such as with Toyota American making their cars.their cars.


Evolution of Global BusinessEvolution of Global Business

ExportingExporting - Selling abroad - Selling abroad retaining foreign agents and retaining foreign agents and distributors distributors

LicensingLicensing - Organization - Organization grants foreign firm right to use grants foreign firm right to use intellectual properties intellectual properties

FranchisingFranchising - Parent company - Parent company grants another firm right to do grants another firm right to do business in prescribed mannerbusiness in prescribed manner


Evolution of Global Business Evolution of Global Business (Cont.)(Cont.)

MultinationalMultinational corporationcorporation - Firm based - Firm based in one country and produces goods or in one country and produces goods or provides services in one or more provides services in one or more foreign countries foreign countries

Global corporationGlobal corporation - Corporate units in - Corporate units in countries are integrated to operate as countries are integrated to operate as one organization worldwide - Operates one organization worldwide - Operates as if the entire world were one entityas if the entire world were one entity


Global Professional in Human Global Professional in Human Resources (HRCI)Resources (HRCI)

Organizational effectiveness and Organizational effectiveness and employee developmentemployee development

Global staffingGlobal staffing

International assignment managementInternational assignment management

Global compensationGlobal compensation

International employee relations and International employee relations and regulations regulations


Global Human Resource Global Human Resource ManagementManagement

Global HR managers Global HR managers develop and work develop and work through integrated through integrated global human global human resource resource management management system similar to system similar to one they experience one they experience domesticallydomestically


Environment of Global Human Resource ManagementEnvironment of Global Human Resource Management

1

Human Resource

Management

Other Functional

Areas

OperationsMarketing

Finance

Lega

l Con

side

ratio

ns E

cono

my

Technology

Society

Shareholders

Unions

Customers Competition Labor Market

Human Resource

Development

Com

pens

atio

n

Staffing

Em

ployee and

Labor Relations

Safety and Health

INTERNAL ENVIRONMENT

EXTERNAL ENVIRONMENT UNITED STATES

GLOBAL ENVIRONMENTU

nanticipated Events


Global StaffingGlobal Staffing

Types of Types of Global Staff Global Staff MembersMembers

Approaches to Approaches to Global StaffingGlobal Staffing


Types of Global Staff Types of Global Staff MembersMembers

Employee working in firm who not citizen Employee working in firm who not citizen of country in which firm is located but of country in which firm is located but citizen of country where organization is citizen of country where organization is headquarteredheadquartered

Host-country nationalHost-country national - Employee’s - Employee’s nationality same as location of subsidiarynationality same as location of subsidiary

Third-country nationalThird-country national - Citizen of one - Citizen of one country, working in second country, and country, working in second country, and employed by organization headquartered employed by organization headquartered in third countryin third country


Approaches to Global Approaches to Global StaffingStaffing

Companies primarily hire expatriates Companies primarily hire expatriates to staff higher-level foreign positionsto staff higher-level foreign positions

When more host-country nationals When more host-country nationals are used throughout the are used throughout the organization, from top to bottomorganization, from top to bottom


Approaches to Global Staffing Approaches to Global Staffing (Cont…)(Cont…)

Regional groups of subsidiaries Regional groups of subsidiaries reflecting organization’s strategy and reflecting organization’s strategy and structure work as a unitstructure work as a unit

Uses worldwide integrated business Uses worldwide integrated business strategystrategy


Trends & Innovations:Trends & Innovations: Global E-learning Global E-learning

Globalization has created special Globalization has created special need for e-learning need for e-learning

Challenges for global e-learning Challenges for global e-learning implementation are language and implementation are language and localization issues localization issues

Companies that want to offer courses Companies that want to offer courses in several languages usually turn to in several languages usually turn to translators translators


Compensation for Host-Country Compensation for Host-Country NationalsNationals

Organizations should think globally Organizations should think globally but act locally but act locally

Compensation - Normally, it is Compensation - Normally, it is slightly above prevailing wages rates slightly above prevailing wages rates in the area in the area

Variations in laws, living costs, tax Variations in laws, living costs, tax policies, and other factors all must be policies, and other factors all must be considered considered


Compensation for Host-Country Compensation for Host-Country Nationals (Cont.)Nationals (Cont.)

Culture often plays a part in determining Culture often plays a part in determining compensation compensation

North American compensation practices North American compensation practices encourage individualism and high encourage individualism and high performance performance

Continental European programs typically Continental European programs typically emphasize social responsibilityemphasize social responsibility

Traditional Japanese approach considers Traditional Japanese approach considers age and company service as primary age and company service as primary determinants of compensation determinants of compensation


Global Safety and HealthGlobal Safety and Health

Important because employees Important because employees who work in safe environment who work in safe environment and enjoy good health more and enjoy good health more likely to be productive and yield likely to be productive and yield long-term benefits to long-term benefits to organization..organization..



Documents

Presented By DanisHussain 2 3 Presented to: Sir Ahmad Tisman Pasha Presenter: Danis H ussain. Danis H ussain. BSIT 3 rd BSIT 3 rd Roll # 07-09 Roll #