...Global integration and international HRM The case of global HRM integration Global integration can be said to be about the achievement of at least one of three key objectives: The control of foreign subsidiaries. Global integration from a control perspective is thus both about control and co-ordination with these being used in combination to achieve consistency of international business activities across borders. The transfer of practices to those subsidiaries The transfer of firm-specific practices for the purposes of achieving consistency and alignment amongst foreign subsidiaries also addresses the need to intergrade dispersed knowledge and practices, which is argued to be an important basis for competitive advantage firm. The appropriate adaptation of activities that requires both an understanding of parent practices and local conditions. Drivers of Global integration 1. Environmental drivers The novelty and limits of globalization notwithstanding, there are many features of globalization that are making global integration more feasible, more desirable and even more necessary. Few of them are the diminishing significance of national borders, supernational integration, the dismantling of trade and investment barriers etc. Environmental drivers of global integration put pressure on MNCs to take a course of action regarding their international strategy and structure. 2. Strategic drivers capture the business advantages...
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...Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared learning and standardisation versus leeway for adapting to the local context (customisation) are prominent. These issues present themselves both at the corporate and regional level and at the national and local (plant) level. On all these levels HR practitioners are active and find themselves amidst the interplay of both (de-)centralisation and standardisation versus customisation...
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...Personnel people need to wear many hats while managing the show. They have to translate the corporate philosophy into concrete action plans without ignoring employee interest and concerns. paper qualifications do not mean much in such a scenario. To get ahead, the personnel man needs qualities of head and hear in equal measure Personnel Management is concerned with people at work and their relationships with each other. It may be defined as a set of programs, functions and activities designed to maximize both personal and organizational goals. It ensures that organization attracts and hires qualified, imaginative and competent people. It involves the establishment of various policies to deal with employees and to retain them. To this end, it lays out the rules regarding working conditions, designs appropriate compensation plans, and strengthens employer-employee relations. According to the...
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...(mentioned in the reference section) and studies about different range of strategic HRM practices. The findings indicate that a valid set of strategic HRM practices (training, participation, results-oriented appraisals, and internal career opportunities) affect both service performance and financial performance. HRM strategies may be influenced by the decisions taken on strategy (the nature of the business currently and in the future) and by the structure of the enterprise (the manner in which the enterprise is structured or organized to meet its objectives). In an enterprise with effective HRM policies and practices, the decisions on HRM are also strategic decisions influenced by strategy and structure, and by external factors such as trade unions, the labor market situations and the legal systems. In reality most firms do not have such a well thought-out sequential model. But what we are considering here is effective HRM, and thus a model where HRM decisions are as strategic as the decisions on the type of business and structure. This study explores the three important questions in the context of Bangladesh mentioned below: 1. Whether extent of impact of strategic HRM varies from sector to sector within service sector? 2. Whether influence of strategic HRM depends upon the ownership? 3. Is there any difference between private sector and public sector so far as impact of strategic HRM or performance is concerned? A company is known by the people it keeps. Researchers...
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...Introduction: Human resource management (HRM, HR) is a process to manage employees in a organization. This deals with employment issues according to the law and with the organization’s directives. This includes many fields in a company like staff hiring, staff reentering, pay settlement, setup management performance, and change management. This is the most common and rational explanations of Human Resource Management. The second one is considered as modern definition of HRM which includes people manages in macro prospective way. It means managing people in collective relation between company’s management and its employees. This is what focuses main objective of HRM. Thus main HR function is to make people’s relationship ‘employment relationship’ to both of employees and management. So HRM fulfills all the management objectives of providing and managing them in best relationship way to monitor and control them. Human resource management deals with different processes to achieve different goals. For this there is always department HR in an organization. • Trained workers planning • Emplyoment (Recruitment) • Skilled Management • Trainign and improving development • Payroll (Wages and Earnings Compensation) • Employee Befits Now the question is ‘Is this management leadership is open source to everyone to learn and achieve it or its limited to few peoples with personal born qualities for it?’ Objectives of HRM: HRM objectives are goals or set targets...
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...Changing HRM Landscape Changing HRM Landscape Table of Contents 1) Introduction2 2) The theoretical and changing HRM landscape2 Insight of HRM history for modern practitioners 3 3) Significance of HR best practices and organisational behaviour (OB) tools within a MNC 3 4) Assumptions underpinning the way in which HR best practices are being propagated within a MNC, particularly in different cross-cultural environments. 5 5) The influence of culture on HR best practices………………………………………………………. 5 6) Conclusion…………………………………………………………………………………………………………… 6 7) References…………………………………………………………………………………………………………… 6 Introduction Human Resource Management (HRM) has brought profound change and debate to how employees are seen within an organisation. A review of HRM history with a look at relevant theories being propagated today for a better understanding of the HRM context with insights to the HR Practitioner moving forward. This is followed by a breakdown of the HR best practice, recruitment and selection and its challenges for MNCs. The accompanying OB tools are reviewed to see how MNCs would be able to best address talent acquisition. Assumptions are then looked at underpinning the way in which HR best practices are being propagated within a MNC, particularly in different cross-cultural environments with focus on MNC originating from emerging economies. Finally the influence of culture on HR Best Practice with OB solutions is reviewed. ...
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...resource management p.45 Human resource strategy models p.49 Evaluating strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based learning and trade unions 5. Outline some key aspects of international and comparative HRM 38 Human Resource Management Introduction In the first chapter, we examined the theoretical debate on the nature and significance of...
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...strategic human resource management and models of human resources strategy p.56 Dimensions of strategic human resource management p.59 International and comparative strategic human resource management p.61 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management (HRM) 3. Explain three models of human resources (HR) strategy: control, resource and integrative 4. Comment on the various strategic HRM themes of the HR–performance link: re-engineering, leadership, work-based learning and trade unions 5. Outline some key aspects of international and comparative HRM 38 Human Resource Management Introduction In the first chapter, we examined the theoretical debate on the nature and significance of the human resource management (HRM)...
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...Measuring the impact of HRM on organisational performance Anastasia A. Katou University of Macedonia (GREECE) akatou@uom.gr Received September 2008 Accepted December 2008 Abstract: The purpose of this paper is to measure the impact of HRM on organisational performance in the context of Greece. Data were collected from 178 organisations using a questionnaire survey in the Greek manufacturing sector, and analysed using the ‘structural equation modelling’ methodology. The results indicated that the relationship between HRM policies (resourcing and development, compensation and incentives, involvement and job design) and organisational performance is partially mediated through HRM outcomes (skills, attitudes, behaviour), and it is influenced by business strategies (cost, quality, innovation). Thus, the contribution of this study for academics and practitioners is that HRM policies associated with business strategies will affect organisational performance through HRM outcomes. Keywords: HRM policies, organisational performance, Greece 1 Introduction Over the last ten years significant steps forward have been made in identifying the HRM – performance relationship. However, serious gaps in our understanding still remain with respect to the causal ordering of the variables involved in the HRM – performance relationship (Purcell, Kinnie, Hutchinson, Rayton, & Swart, 2003; Wright, Gardner, Moyniham, & Allen, 2005). Specifically, in analysing the impact of HRM on organisational...
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...(Print) e - ISSN 1857- 7431 HOW FAR DOES HRM DIFFER FROM PM Habib Allah Doaei Ferdosi University of Mashhad Rahim Najminia Ferdosi University of Mashad Abstract It is clear from the literature that HRM represents a shift in focus and strategy and is in tune with the needs of the modern organization. HRM concentrates on the planning, monitoring and control aspects of resources whereas Personnel Management was mainly about refereeing between the management and employees. Many scholars view Personnel Management as being workforce whereas HRM is resource. The differences between these two terms have to be viewed from many perspectives through the times and in context of the industry that is being studied. Keywords: Human resource management, Personnel management, SHRM Introduction Many researchers have been arguing recently the difficulty of distinguishing clear differences between Personnel management and Human resource management. Some authors believe that the difference is just a change of label as Torrington (1989cited in Koster 2007) said and there is no different in the content of Human resource management. On the other hand, there are researchers such as Guest (1987 cited in Arsmtrong, 1999) who argued that Human resource management is differentiated from traditional Personnel management. However, HRM is concerned with performing the same functional activities traditionally carried out by personnel function, but HRM approach performs these functions in a qualitatively...
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...quite innovative; which could count as priceless asset to an organization. Unfortunately, it has come to the observation that this valuable characteristic of people has been far from being optimally exploited. In certain other cases, the attribute has not seen the light of day let alone put to use. On account of the initially stated, the apparent conjecture of the soft model is that people will be inclined to work to the best of their abilities and by extension bring positive returns to the organization they work for if they by any means become committed to their organization (Beaumont, 1992; Dunham and Smith, 1979; Lundy, 1994). Hope (1994, p.3) stated that when people, of their own will, feel persuaded to work under the direction of an HRM system, they would passionately offer their services with full measure such that the aims and values of the overseeing officers are met, thereby offering added value via self-motivated performance rather than by trying to abide by the rules and regulations of the management of the organization or...
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...|student number: | |Master of Business Administration | |Module: Managing the Human Resource | | | |Chioma Momah | |Word Count: | |From a Human Resource Management perspective, provide a reasoned and academically underpinned critical analysis of the leadership style of | |Rupert Murdoch. The response should include detailed analysis of the approach taken to the management of people within the Murdoch group. | |Further recommendations should outline suitable changes to the HR strategy and practice in the future, these should be adequately justified. | INTRODUCTION: Rupert Murdoch was born in Melbourne, Australia on the 11th of March, 1931. He later attended the prestigious Oxford University in...
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...University Human Resource Management (HRM) as described by Ivancevich & Konopaske (2013) is the function performed in organizations that effectively uses employees to achieve both organizational and individual goals. Throughout the years HRM has evolved domestically influenced by both business and social events leaving behind a renewed emphasis on human capital. Today’s environment requires business leaders to focus on the financial returns of the company as well as the contributions of strategic HRM to that end. Organizations are continuing to scan the business environment looking for opportunities creating value and differentiation. Increased evidence points to an engaged workforce as a competitive advantage for many companies and more than ever these organizations are looking to expand internationally. Successful global organizations have come to understand that western theories of HRM may not apply to other cultures and as a result have found ways to remain strategic with HRM outside of their domestic borders. Russian culture is primary example where HRM practices must be evaluated in the context of Russian culture and values. Global Human Resource Management (GHRM) refers to the policies and practices that relates to managing people internationally and according to Ivancevich & Konopaske (2013) the external environment of the international organization is one of the most important influences on HRM activities and culture. HR professionals no longer question...
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...CONCEPT OF HUMAN RESOURCE MANAGEMENT – MBA MENTOR Human resource management means management of people at work. HRM is the process which binds people with organizations and helps both people and organization to achieve each others goal. Various policies, processes and practices are designed to help both employees and organization’s to achieve their goal. Human resource management is branch of management that deals with people at work, it is concerned with the human dimensions of management of the organization. As organization consists of people, therefore acquiring them, developing their skills, providing them motivation in order to attain higher goal and ensuring that the level of commitment is maintained are the important activities. Human resource constitutes of all the management decisions responsible for relationship between organization and employees. HRM is the field of management which plans, organizes, controls the functions of procurement, development, maintenance and utilization of the work force so that. 1. Organization goals can be accomplished. 2. Objectives of human resources can be accomplished 3. Objectives of society can be accomplished. According to Flippo, Human Resource Management is: "The planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end that individual, organizational and societal objectives are accomplished" Human resource...
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...component of fulfilling the goals of HRM. Employee benefits are the single most important motivator to maintaining an experienced workforce. Longevity of employees in a company contributes to their financial stability. Depending on the company it can make or break obtaining talented employees. While applicants are being interviewed for a job, so is the company. Reports of high turnovers do contribute to missed opportunities in gaining talented employees. The cost of turnover is very high. Salaries that are given to employees are not in the control of HRM, benefit packages are an achievable goal. In any scenario, it is working with what you can control and not focus on what you cannot control leads to success. A creative benefit package can raise morale and give employees the experience of making more. When I talk about my salary, I will say that I am making $5,000 more than what goes into my paycheck. Having an HRM that is creative is why firms have them. The mission of HRM in all firms is not an easy one and they have to constantly stay in touch with the budget. Smart businesses would budget themselves to give HRM as much flexibility to spend as possible. Good strategic planning can ultimately save the company a lot of money. HRM’s ultimate goal would be to accomplish this. The more extrinsic satisfaction the longer employees will feel committed to the work place and not take off for that extra $1,000. Benefits are a creative way that HRM can decrease this cost. Employees...
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