...HRM issues UK companies need to take into consideration when relocating their operations overseas. In answering this question you need to show an awareness of both the problems and the advantages HRM ISSUES WHICH UK COMPNAIES FACE WHEN RELOCATING TO OVERSEAS Introduction * With the growth of traditional business, the scope of HRM has also grown in recent years. * Every country is different in terms of political, ethnicity, monetary, multilingual and legal state. The companies has to face problems in global ventures, due to the lack of managing workforce among different ethnicity. * Most of the industries stake their growth plans on expanding globally, so for that they have to increase consistency for approaching the capabilities of talent management, leadership development and HR policies. At the same time the companies have to face issues when they are relocating to overseas. HRM ISSUES HR covers many various activities related to organizations employees; * Firstly HR will focus on staffing, as it is the basic need of the company. When relocating the business, HR has to consider whether staff members are the company employees or external contractors. * Training and recruiting employees, HR has to train employees to work in an international projects, they need to train technical skills to the employees such as cultural values, social customs, languages and reward system in the host country. * HR management also face the issues in managing the...
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...ideologies. The next two, third and fourth, puts emphasis exclusively on the Indian political system. The fifth and sixth semesters courses deal with public administration and International relations. Course objectives 1. Imparting value based education. 2. Preparing responsible and politically conscious citizens. 3. Building good leadership qualities and responsible future leaders. 4. Understanding the art of government and administration. 5. Motivating students to take competitive examinations. 6. Creating civic sense COURSE STRUCTURE I Semester Course Code POL 131 II Semester Course Code POL 231 III Semester Course Code POL 331 IV Semester Course Code POL 431 V Semester Course Code POL 531 POL 532 VI Semester Course Code POL 631 POL 632 Title Core Concepts of Political Science. Title Major Political Ideologies Title Indian Government and Politics- I Title Indian Government and Politics- II Title International Relations- I Principles of Public Administration Title International Relations- II Personnel and Financial Administration Hrs/ wk 5 Hrs/ wk 5 Hrs/ wk 5 Hrs/ wk 5 Hrs/ wk 4 4 Marks 100 Marks 100 Marks 100 Marks 100 Marks 100 100 Credits 4 Credits 4 Credits 4 Credits 4 Credits 3 3 Hrs/ wk 4 4 Marks 100 100 Credits 3 3 1 BA SEMESTER I POL 131: POLITICAL SCIENCE PAPER I – CORE CONCEPTS OF POLITICAL SCIENCE 75 Hrs This course deals with basic concepts of political science such as state, government, law, rights etc. Objectives To introduce the students to: • The...
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...This article was downloaded by: [Monash University] On: 27 September 2010 Access details: Access Details: [subscription number 922191555] Publisher Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 3741 Mortimer Street, London W1T 3JH, UK The International Journal of Human Resource Management Publication details, including instructions for authors and subscription information: http://www.informaworld.com/smpp/title~content=t713702518 The role of human resource management in international joint ventures: a study of Australian-Indian joint ventures Sharif N. As-Saber; Peter J. Dowling; Peter W. Liesch To cite this Article As-Saber, Sharif N. , Dowling, Peter J. and Liesch, Peter W.(1998) 'The role of human resource management in international joint ventures: a study of Australian-Indian joint ventures', The International Journal of Human Resource Management, 9: 5, 751 — 766 To link to this Article: DOI: 10.1080/095851998340775 URL: http://dx.doi.org/10.1080/095851998340775 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express...
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...Broadly defined, international human resource management (IHRM) is the process of procuring, allocating, and effectively utilising human resources in a multinational corporation. If the MNC is simply exporting its products, with only a few small offices in foreign locations, then the task of the international HR manager is relatively simple. However, in global firms human resource managers must achieve two somewhat conflicting strategic objectives. First, they must integrate human resource policies and practices across a number of subsidiaries in different countries so that overall corporate objectives can be achieved. At the same time, the approach to HRM must be sufficiently flexible to allow for significant differences in the type of HR policies and practices that are most effective in different business and cultural settings. This problem of balancing integration (control and coordination from HQ) and differentiation (flexibility in policies and practices at the local subsidiary level) have long been acknowledged as common dilemmas facing HR and other functional managers in global corporations. Although some argue that IHRM is not unlike HRM in a domestic setting, others point out that there are significant differences. Specifically compared with domestic HRM, IHRM (I) encompasses more functions, (2) has more heterogeneous functions, (3) involves constantly changing perspectives, (4) requires more involvement in employees’ personal lives, (5) is influenced by more external...
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...of HR Running Head: Importance of HRM in International Business Importance of HRM in International Business [Name of Author] [Name of Institution] 1- Outline Importance of human resource management is now globally recognized and business growth is related to better management of human capital of a company. The present research proposal, henceforth, sets ground to investigate the importance of managing, running, and stabilizing human resource in order for the growth of business. It aims to contribute to the existing research of human resource management (HRM) by organizing secondary sources and relating it specially to the expansion of business across borders that has come to be known as multinational companies operating in a number of different countries (INVESTOR, 2008). The paper also examines various facets and implications of across border business activities that aim to take place majorly due to HR issues such as mergers, acquisition, and so on (Chapman, 2001). Another important aspect of HR and business spreading over the international boundaries is cultural aspects of a specific region, country, or state that a business venture must come to recognized as a valid component. It is important to realize that in the flourishing of withering of a business local culture plays a decisive role. Related to this is the issue of workplace culture where, as in today’s global workplace, workers come from different cultures and backgrounds to work together. Hence it is...
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...HIGHLIGHTED CELLS INDICATE A CHANGE Module Code Module Title Financial Accounting Managerial Finance Issues in Financial Accounting Advanced Financial Accounting Issues in Management Accounting Management Accounting Finance Taxation Financial Performance Analysis Auditing Decision Support Systems Object Oriented Analysis and Design Data Warehousing and Business Intelligence Web-based Information Systems Management Computer Networks, Wireless and Mobile Communication Systems Network Systems and Services Network Management, Security and Disaster Recovery Novel Interaction Technologies Engineering Project Management Development in Theory and Practice Economic Environment HRM in a Global Context Human Resources Management in Practice Human Resource Management Human Resources in Business Strategic Human Resource Management Law for Accountants Human Enterprise Finance and Economics Organisational Excellence and Learning Business Excellence and Quality Management International Financial Management Page 1 of 2 Date Time 12noon 12noon 4pm 12noon 4pm 12noon 4pm 4pm 4pm 12noon 12noon 4pm 4pm 4pm 12noon 12noon 4pm 12noon 12noon 4pm 12noon 4pm 12noon 12noon 12noon 4pm 12noon 12noon 12noon 4pm 4pm 4pm Duration 3 hrs 3 hrs 2 hrs 3 hrs 3 hrs 3 hrs 3 hrs 3 hrs 3 hrs 3 hrs 2hrs 2 hrs 3 hrs 2 hrs 3 hrs 3 hrs 3 hrs 2 hrs 2 hrs 2 hrs 3 hrs 2 hrs 2 hrs 2 hrs 2 hrs 2hrs 3 hrs 2 hrs 3 hrs 2 hrs 2 hrs 2 hrs ACC1110 ACC1130 ACC2110 ACC2120 ACC2130 ACC2140 ACC3130 ACC3140 ACC3150 ACC3180 BIS2218 BIS2311...
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...how you deal with people issues and cultural Integration”. Andrew F. Giffin and Jeffrey A. Schmidt 1 Successful Mergers and Acquisitions are much more than just a name change on the premises and changing company branded material and policies. Mergers and acquisitions (M&A’s) are notoriously risky, and international M&A’s are even more so. Numerous studies on M&A’s, show that success is not always guaranteed. To the contrary, the biggest percentage of (costly) M&A’s, do not achieve goals and set objectives. Mercer Human Resource Consulting, after examining the evidence, has concluded that as many as 60–70% of M&A’s fail to deliver their intended benefits. Another study by CFERF 2 claims that 75% of the deals have failed or underperformed. Although it is clear that some of these unsuccessful ventures are due to financial and market factors, the root cause of a considerable number of failures lies in disregarded HR issues and activities. Some of the main (HR- people) mistakes in mergers and acquisitions are: o HR not being involved early in the game o Lack of culture blending and misaligned values- do not underestimate cultural differences o No clarity on mission and vision o Communications, communications, communications – lack of it in the main Other research has shown that only 1/5th of international M&A’s add to shareholder value. Why is this the case? What contributions can and should the HR function make to the successful management of an international M & A’s? Bringing together...
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...DigitalCommons@ILR Visiting Fellow Working Papers International Programs 3-1-2005 The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/ National and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources 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...
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...International Joint Venture System Complexity and Human Resource Management* Randall Schuler Rutgers University and GSBA Zurich Ibraiz Tarique Pace University Chapter to appear in I. Björkman and Günter Stahl (eds.), Handbook of Research in IHRM. (London: Edward Elgar Publishing, 2005) * The authors wish to thank S. Jackson, M. Moelleney, B. Kugler, G. Bachtold, W. Harry, J. Ettlie, D. Osborn, Y. Gong, and I Björkman for their suggestions and commentary in the development of this chapter. © Randall S. Schuler and Ibraiz R. Tarique. 1 International Joint Venture System Complexity and Human Resource Management An increasing number of organizations are entering new global markets as they seek to develop and sustain a competitive advantage in today’s highly competitive global environment (Taylor, 2004; Ernst & Halevy, 2004). To accomplish this international expansion, organizations can and do use many different market entry strategies (Narula & Duysters, 2004; Briscoe & Schuler, 2004; Beamish & Kachra, 2003; Newburry & Zeira, 1998; Child & Faulkner, 1998). Prior research has shown that cross-border alliances, particularly international joint ventures (IJVs) are perhaps the most popular means of international expansion (Ernst & Halevy, 2004; Briscoe & Schuler, 2004; Schuler, Jackson, & Luo, 2004). Despite their popularity, however, IJVs are difficult to develop, organize, and manage. Research has shown that a majority of IJVs fall short of their stated goals leading...
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...Question: Is there a clear sequence of HR issues that have been managed during the internationalization process? ------------------------------------------------------------------------------------------------------- Although Barclaycard International is an UK based business organization, they are operating their business in the United States, Germany, Spain, Greece, Italy, Portugal, Ireland, Sweden, Norway, France, Asia-Pacific and across Africa. And for that they had to deal with some HR issues during the internationalization process. The case has represented a clear sequence of HR issues regarding choice of HR processes to be managed globally or in country, the role of local HR business partners developed in relation to recruitment and selection activity, and emerging complexity of approaching into the behavioral implications of central HR policies within local cultures. Question: As an organization globalizes, what decisions have to be made as to which HR processes will be managed at a global level and co-ordinated in-country? ------------------------------------------------------------------------------------------------------- When any organization enters the global business era, some decisions have to be made for which their HR processes can be managed at the global level and co-ordinated in-country. The management of the organization will have to think whether they should recruit local people or they should go for international recruitment. According to the job...
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...Chapter 2 Strategic International Human Resource Management CHAPTER OVERVIEW This chapter is about Strategic International Human Resource Management (SIHRM). While the first chapter described the new global business realities and introduced IHRM, this chapter describes international business strategy and how IHRM supports and enhances the international business strategies of the firm. The chapter starts with a general description of the process of international strategic management and then follows with an explanation of the evolution of international business strategy and describes how IHRM fits into the overall strategic management of the MNE. This includes describing the links of global business strategy to the performance of HR responsibilities in international business and discussing the outcomes that a strategically managed international business might expect from effectively tying together an international business strategy and SIHRM. The chapter then summarizes the findings of research studies on the nature and role of strategic IHRM. LEARNING OBJECTIVES * Describe the development of SIHRM and the process of international strategic management. * Describe the evolution of the MNE in terms of various stages of internationalization and the methods firms use to enter international markets. * Describe the process for developing MNE strategy and IHRM strategy and the relationship between the two. * The extent and nature of research into...
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...Human Rights 1. The nature and Development of human rights The definition of human rights * Universal Declaration of Human Rights (UDHR) sets out the fundamental purpose for recognizing human rights * In the general sense, human rights refer to basic rights and freedoms that are believed to belong to all human beings * As stated in the UDHR, these rights differ from ordinary rights under domestic law as they are considered to be universal, inalienable (cannot be taken away) and inherent to all people. Developing recognition of human rights * The abolition of slavery * The campaign for universal suffrage * The trade union movement and labour rights * The right of a group to self-determination * Emerging environmental rights * The attempt to establish a right to peace The abolition of slavery * Slavery is a type of forced labour where a person is considered to be the legal property of another * Slavery was practiced legally until the 20th century * Common forms of slavery involved: debt slavery (forced to pay off a loan with labour), slavery as punishment for crime, prisoners of war committed to slavery * Moves to abolish slavery and slave trading began in the 12th century, e.g. Iceland abolished slavery in 1117 * During the 17th – 19th century, the transatlantic slave trade (the trading of African people by Europeans, transporting them as slaves from Africa to the colonies of the New World) was in action as Europeans...
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...International Journal of Business and Management May, 2009 A Review of Theories on Transnational Transfer of HR Practice within Multinationals Tianyuan Yu Institute of Enterprise Management, School of Business, Sun Yat-Sen University International Finance College, Beijing Normal University, Zhuhai Campus Jin Feng Road, Tangjiawan, Zhuhai 519085, China Tel: 86-756-6126-600 E-mail: tianyuanyu@gmail.com Nengquan Wu Institute of Enterprise Management, School of Business, Sun Yat-Sen University 135Xin Gang Xi Road, Guangzhou 510275, China Tel: 86-20-8411-4155 Abstract E-mail: mnswnq@mail.sysu.edu.cn This article discusses the process of transferring human resource (HR) policy and practice internationally within multinational companies (MNCs), and the factors that influence the transfer process. The first section thoroughly surveys the literature on why MNCs transfer HR practices across borders and generalizes three lines of arguments. The second section looks at “what to transfer” with regard to particular HR issues, and points to a gap in the literature. The next section briefly reviews three main methods of transfer adopted by MNCs. Finally, the results of transfer are discussed both prescriptively and descriptively in light of Kostova’s (1999) multilevel model. The arguments presented in this article have two main implications which are summarized in the conclusion. Keywords: Multinational companies, Human resource policy and practice, Transfer 1. Why transfer ...
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...The HR activities which differentiate multinational and domestic firm include the following: 1.) More HR activities. To operate in an international environment, a human resources department must engage in a number of activities that would not be necessary in a domestic environment. Examples of required international activities are International Taxation, International Relocation and Orientation, Administrative Services for Expatriates, Host-Government Relations and, Language Translation Services. Expatriates are subject to international taxation, and often have both domestic (i.e. their home-country) and host-country tax liabilities. Therefore, tax equalization policies must be designed to ensure that there is no tax incentive or disincentive associated with any particular international assignment. The administration of tax equalization policies is complicated by the wide variations in tax laws across host countries and by the possible time lag between the completion of an expatriate assignment and the settlement of domestic and international tax liabilities. In recognition of these difficulties, many MNEs retain the services of a major accounting firm for international taxation advice. The United States Department of the Treasury and the Internal Revenue Service (IRS) would be providing more guidance on the International Taxation issues starting 2014-15. International relocation and orientation involves the following activities: * Arranging for pre-departure training; ...
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... There are multiple similarities between the international and domestic human resource practices. With areas like; planning and staffing, recruitment and selection, rewards, along with appraisal and development HRM can intertwine with each other and no one would know there is a difference between the two. However, there are two ways to tell them apart. The first one would be the difficulties of working in another country, where you have to adapt your policy and procedures to address their customs and laws. The second one would be the fact of having to hire multiple nationalities in order to facilitate the operation to make sure there are employees that are already accustom to the laws and customs of that region. Working globally has increased the level of work and the challenges and complexity of managing new networks of individuals as well as new companies. When looking at IHRM from this point of view the company must make sure that they are creating an even balance within the organization as well as in the regional location they are operating within. Adapting to the local environment is a major part of being successful within the region. A company must fully understand how sensitive a situation like this can be and must make every effort to succeed. Without adaptation to the region, the company will be sure to fail. International and domestic HRM are different in a lot of ways. The international group has to manage the level of employees that they...
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