Session 1 ppt..pptx

7/25/2019 Session 1 ppt..pptx

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MSC INTERNATIONAL BUSINESS

INTERNATIONAL LEADERSHIP AND

HRMSESSION 1

The Nature of International HRM


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Welcoe to Se!!ion On

Aims and Learning Outcomes: Outline the diferences betweenpersonnel management and humanresource management,

Domestic and international HRM a Discuss the variables that moderatthese diferences.


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Denitions

Human Resource Management !HRM" is a di#cult tas$ as t

man% competing denitions.

&his arises because o' the debate centred over whether HR

diferent 'rom, or an advance upon, the more traditional te

Per!onnel Mana"eent#


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Per!onnel Mana"een

()ersonnel Management( has been den

responsibility for all those who manage pwell as being a description of those employed as specialists; that is, It is tha

management which is concerned with pwork and with their relationship wenterprise.

+ nstitute o' )ersonnel and Development


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Per!onnel Mana"een

-owada%s, personnel managers ocposts at the most senior level and messential contribution to polic% 'orm

&heir advice must, however, be bas

$no%le&"eand e'(erienceand mseen as valuable, and pre'erabl% asessential i' it is to be listened to.


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Per!onnel Mana"er!

&he% are involved in three main areas o' wor$:

1# E(lo)ee Re!ourcin"

Recruitment election

Remuneration

/ob 0valuation

Human Resource !manpower" planning and 'orecasting terms and conditio

Managing staf turnover and retention

Record+$eeping

Health and a'et%

1el'are


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Per!onnel Mana"er!

*# E(lo)ee Relation! 2 &his covers+

ndustrial Relations

ndividual and collective relationships at wor$

3ollective 4argaining

-egotiation

3onsultation

n'ormation

3ommunication

)articipation

Redundanc%

Dismissal

5rievance Handling

06ual Opportunities


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Per!onnel Mana"er!

,# E(lo)ee De-elo(ent

. nduction

&raining needs anal%sis

Design o' training programmes

Direct &raining

0valuation o' training

Managing training consultants

0ducation+4usiness lin$s

Management development

3areer development and succession planning

Appraisal o' per'ormance and potential

3ounselling and 3oaching

THIS IS B/ NO MEANS AN E0HAUSTIE LIST2 BUT IT CERTAINL/ COMPRISES A ER/ W

ACTIITIES WHICH ARE WITHIN THE PURIEW O4 MAN/ PERSONNEL DEPARTMENTS#


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Ori"in! an& De-elo(ent of Per!onnel Mana

/ear E-ent

151, 1el'are 1or$ers Association 'ounded

1516 -ame changed to 3entral Association o' 1el'are 1or$ers

1515 -ame changed to 3entral Association o' 1el'are 1or$ers !industrial"

1515 -ame changed to 1el'are 1or$ers nstitute

15*7 -ame changed to nstitute o' ndustrial 1el'are 1or$ers ncorporated

15,1 -ame changed to nstitute o' Labour Management

15,7 taf Management Association 'ormed as an a#liated group

1578 -ame changed to nstitute o' )ersonnel Management


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Ori"in! an& De-elo(enPer!onnel Mana"een

&here have been various attempts to describe these develthese, 3uming !789" describes 'our main stages:

1el'are )eriod

cientic Management

ndustrial Relations

Manpower )lanning

4rie;%, the origins o' personnel management lie in the 78th cre'orm movement 'or the improvement o' wor$ing and living and the religious movements concerned with the wel'are o' inwor$ers


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4ro Per!onnel to Huan Re!ource Mana"ee

&he availabilit% o' computers to assist planning, and the concern 'or core wor$'orce, pushed personnel in the direction o' s%stematic and strategic mo' the human resource + Huan Re!ource Mana"eent#


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Di:erence!+ Per!onnel an& Huan Re!ource Mana"

&he degree o' identication with management interests


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There are a nu;er of (o!!i;le cau!e!%hich can ;e u!e& to e'(lain the!e

&i:erence!#

An increasing identication with management interests, rather than emplocan be traced to two 'actors:

&he changing role o' line managers.

&he concern o' personnel specialists to establish their own power base wiorganisations + Role A;i"uit)< Lo% Statu! an& Lac$ of Po%er an& Aetc#


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The Mo-e To%ar&! a More Strate"ic A

&here has been an increasing emphasis on planning, monitoring, and contthan re+ghting and problem solving

&he availabilit% o' computer applications in the area o' computerised persin'ormation s%stems !3)" can ta$e personnel administration be%ond me$eeping.

An increasing 'ocus on (human resources( rather than (emplo%ees( is againto the process o' ac6uisition, merger, and corporate restructuring over the

%ears. &he 3hanging 0mplo%ment Relationship


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I! HRM reall) &i:erent fro Per!oMana"eent9

... HRM is a strategic approach to the ac6uisition, motivation,and management o' the organisation(s human resou

=Ar!tron"2 Per!onnel Mana"eent2 4e;ruar)

&here is no complete consensus, and indeed 6uite a considerto the precise content o' HRM, and even as to whether it is

distinct in practice 'rom sophisticated personnel manag

I! HRM reall) &i:erent fro Per!onnel Mana"


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I! HRM reall) &i:erent fro Per!onnel Mana"

@Ol& %ine in ne% ;ottle!@+ Here HRM is >ust seen as relabelling o' personnel management >obs withcorresponding change in roles.

HRM i! a reection of the chan"in" en-ironent of ;u!ine!!+ 1ith the increased competitiveness o' the 78?@s, and the appearance o'management(, (the new realism(, and the (new right(, HRM is an attempt tshi't awa% 'rom the pluralistic perspective o' personnel management to th'ramewor$ that assumes that the interests o' the business and its emplo%necessaril% be congruent !eeno%, )ersonnel Review, Bol. 78


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HRM i! not nece!!aril) i&eal for all or"ani!ation!

everal observers claim that there is ample evidence that diferent busineenvironments and 'unctions need diferent organisational structures and c!owler, )ersonnel Management, /anuar% 78?9"

HRM ta$e! a !tereot)(e& -ie% of the (rece&in" (er!onnel (ractic

)eople management has alwa%s been a responsibilit% o' line managers ane=clusive preserve o' the personnel pro'ession.

The central concern! of HRM are not ne%


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Denin" International HRM

HRM re'ers to the activities which an organisation must utilise to manage resource efectivel%.


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The "ure @A o&el of IHRM@ (re!ent! three $e) IHRM &ien!ion!+

HR activit% including procurement, allocation and utilisation.

&he national or countr% categories involved in HRM activities.

&he three categories o' emplo%ee o' an international rm.

HR Acti-itie! inclu&e+

Human resource planning

ta#ng

Recruitment

election )lacement

&raining and development

3ompensation !remuneration" and benets

ndustrial relations


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The Ne% Huan Re!ourceMana"er

The) 4ocu! More on Strate"ic2 Bi".Picture I!!ue!

&he% ocus on mproving )er'ormance

The) Mea!ure HR Perforance an& Re!ult!

U!e E-i&ence.Ba!e& Huan Re!ource Mana"eent

The) A&& alue

The) U!e Ne% Wa)! to Pro-i&e HR Ser-ice! The) Ta$e a Talent Mana"eent A((roach to Mana"

Re!ource!


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Di:erence! ;et%een Doan& International HRM

Domestic and International HRM differs beca

Are more HR activities.

s the need 'or a broader perspe

s more involvement in emplo

lives.

Are changes in emphasis as the

o' e=patriates and locals varies.

s ris$ e=posure.

Are broader e=ternal in;uences


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&his gure highlights 'our $e% elements that crediferences between domestic and international


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3hanges in the operating environment challenge and dstrategic responses 'rom management. &hese responseo'ten dramatic changes to the global wor$ environmenprocess is displa%ed in the gure below.


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Documents

Session 1 ppt..pptx