...| International Human Resource Management | Essay Title: I am an academic consultant to a British based Cosmetics PLC whose principal markets are in Britain where it has the largest market share of ‘ecologically and ethically friendly’ cleansing products. The Board of Directors is considering a proposal to move 50% of the company’s production process from Britain to China. You have been asked to advise the board on the implications for the company of making such a move. In your essay, critically evaluate the various industrial, economic employment relations and ethical factors, which the board will need to consider before deciding whether to move part of their manufacturing operation to China. | | Name & ID: Sharmin Sarna Word count: 2194 | 3/30/2012 | | International Human resource management (IHRM) describes as human resource management issues and problems arising from the internationalisation of business, and the HRM strategies, policies and practices that global firms pursue in response to the internationalisation process. The process of globalisation - the integration of markets, new markets (e.g. China) increased foreign direct investment by many multinational companies (MNCs), and cross-border integration of production and services. MNCs with distinctive competencies can potentially realise higher profits by applying those competencies in foreign markets, where local competitors lack similar competencies (Bratton & Gold, 2007). As firms...
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...1. What are the main similarities and differences between domestic and international HRM? • More HR activities. • The need for a broader perspective • More involvement in employees’ personal lives. • Changes in emphasis as the workforce mix of expatriates and a local varies. • Risk exposure. • Broader external influences. • Cultural awareness and the role of the international HR manager o Despite the methodological concerns about cross-cultural research, it is now generally recognized that culturally insensitive attitudes and behaviors stemming from ignorance or from misguided beliefs are not only inappropriate but can all-too-often contribute to international business failure. • Attitudes Of Senior Management To International Operations o Managers may tend to focus on domestic issues and minimize differences between international and domestic environments. Not surprisingly, senior managers with little international experience may assume that there is a great deal of transferability between domestic and international HRM practices. The challenge for the corporate HR manager who wishes to contribute to the internationalization of their firm is to work with top management in fostering the desired ‘global mindset’. This goal requires, of course, a HR manager who is able to think globally and to formulate and implement HR policies that facilitate the development of globally oriented staff. ...
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...Introduction International human resources management (IHRM) may be defined as the total knowledge, skills, innovative abilities, and aptitudes of an organization's workforce, as well as the attitudes, values, and beliefs of the individuals involved in the affairs of the organization. It is the heart and soul of business’s or organization’s success. According to Think+Up, “Human resource management is a business function focusing on the staffing needs and responsibilities of a company. Because employees are often the largest business asset in a company, companies may spend copious amounts of time and effort evaluating their human resource management systems”. In today’s organizations, to guarantee their viability and ability to contribute, IHRM managers need to think of themselves as strategic partners. In this role, the IHRM person contributes to the development of and the accomplishment of the organization’s business plan and objectives. The IHRM business objectives are established to support the attainment of the overall strategic business plan and objectives. The tactical IHRM representative is deeply knowledgeable about the design of work systems in which people succeed and contribute. This strategic partnership impacts IHRM services such as the design of work positions hiring, reward, recognition and strategic pay, performance development, appraisal systems, career and succession planning, and employee development (Heathfield, n.d.). The globalization of human resource management...
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...International and domestic HR management bare some similarities that encompass HR planning, employment, performance and development methods. Both are also different in their own way; therefore, this post explains the differences among international (global) and domestic Human Resource Management. International Human Resource Management (IHRM) is found within international (overseas) organizations, the management involves more stringent regulations and international policies i.e. taxation at workplace, employment practices, and language requirements. On the other hand, one difference in IHRM compared to DHRM is the diverse set of activities (Dowling, & Welch, 1991, p. 62). The focal point of IHRM includes three activities which include HCN (Host Country Nationals), PCN (Parent Country Nationals), and TCN (Third Country Nationals) (Dowling, & Welch, 1991, p. 62). HCNs are employees who are still citizens of the nation where the foreign auxiliary branch of the organization is currently based. PCNs are employees known as expatriates working in a country other than their country of origin 4 –5 years or more. Finally, TCNs are mostly employees who are government or military contracted personnel that do not represent the government (contractor) or the host country. Plus, due to IHRMs deal with expatriates, the management within the organization may advise the employees to connect with socio-cultural sessions and training that will help them adapt to country. IHRMs faced more issues...
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...challenges of international human resource management, such as cultural diversity and the problem of managing people in different cultures and environments, convergence and divergence and the variety of international organizational models that exist. This paper proves that human resource managers of global organizations can not afford to ignore challenges of international human resource management, in order to ensure company’s success. Moreover, this work focus on investigating the correlation between these problems, that also must be understood. During the past fifty years, technological advances in transportation and communications have spurred the pace of globalization. Many companies envolved from being purely domestic to becoming truly global. The first step in this evolution might be to export goods for sale in one or two foreign markets. The next step might be to manufacture those goods overseas because it is more efficient than shipping products thousands of miles to foreign markets. Setting up all those complex operations to enter a foreign market change the companies that eventually envolve into multinational enterprises. Although developing international business increase the requirement for understanding ways in which companies operate effectively on a global scale. In order to become successful in the global, competitive business world, firms must overcome certain challenges. Globalization influences the way companies manage their human resources, therefore one...
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...Table of Contents Introduction 2 Differences between Domestic and International Human Resource Management 2 What is Expatriate 4 IHRM has three dimensions 4 International assignments create expatriates 5 Increasing Importance of International Human Resource Management 6 Significance of International Human Resource Management 9 Conclusion 11 Reference……. 12 Introduction As we enter the new millennium, more and more companies are recognizing the importance of managing their human resources as effectively as possible. They are also recognizing that doing so, however, cannot be done without recognition and incorporation of the global context. It is virtually impossible to read a business periodical or newspaper anywhere in the world without seeing stories detailing the success of a company due to how effectively it manages its people. As the environment becomes more global, managing people also becomes more challenging, more unpredictable and uncertain and more subject to rapid change and surprise. Thus what we are witnessing within human resource management (HRM) is the rapid appreciation for and development of all aspects of global and international activities and issues associated with and affected by HRM. And because the importance of managing people effectively in the global context is so great, many companies are devoting a great deal more time, attention, skill, and effort into doing it well. To be successful, many firms have to compete...
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...Int. J. of Human Resource Management 16:4 April 2005 584– 598 The challenge of international human resource management: balancing the duality of strategy and practice Helen De Cieri, Marilyn Fenwick and Kate Hutchings Abstract Over the last two decades there has been an unprecedented increase in the number of organizations that have internationalized their operations. The international movement of labour that has been concomitant with such expansion of international business has meant that issues associated with the management of human resources across international borders are increasingly important to international human resource managers and academics. The research presented in this paper examines international human resource management (IHRM) pedagogy and practice in Australia. It reports IHRM academicians’ and practitioners’ understanding of the major issues for teaching and practice in IHRM and elucidates current developments and directions for this field. Keywords International human resource management; pedagogy; Australia. Introduction During the last two decades academicians and practitioners of international management have paid increasing attention to the impact of globalization on the management of human resources across national boundaries. International businesses have increasingly turned their attention to issues such as expatriate management (employees being transferred by organizations to work outside their country of origin/permanent residence), managing...
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...This essay will focus on the various factors required when creating equitable pay and benefits packages for a British expatriate managers and engineers, who will be setting up production facilities in Denmark and Spain. Dowling and Welch (2004) defines an expatriate as ‘an employee who is working and temporarily residing in a foreign country’. This definition is also confirmed according to Harzing (2004) and Hollinshead (2010) they describe an expatriate as “a parent country national (PCN) working in foreign subsidiaries of the MNC for a predefined period, usually of 2-5 years”. (CEO Campbell Soup, quoted in Hollinshead 2010) “Too much emphasis on executives’ technical abilities - too little on cultural skills and family situation”. Baruch (2004) explains expatriates are prone to failure and it is a very risky approach; ‘The use of expatriate employees by organizations in their foreign subsidiaries represents a substantial investment with costs of expatriate failure reaching exorbitant levels ’. When focusing on the theory Trompennaar and Hall both indicate some culture issues that an expatriate may face. There are many reasons as to why an expatriate may not be successful and may return to their home country early this called repatriation, reasons for expats living early could be due to family concerns or the managers or engineers have accepted new position in the company, cultural adjustment challenges, security concerns and also career concerns. There are also number phases...
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...│ CREDIT RESEARCH │ Wednesday │ 20 September │ 2006 Summary Financials (USD mn) 2003 Sales Gross Profit EBITDA Net Profit Fin Debt Equity Operating CF Free CF 160.3 32.8 14.8 8.4 9.7 43.4 12.3 (2.9) 2004 204.7 69.2 47.4 29.9 16.9 82.4 7.7 (11.3) 2005 249.7 82.8 52.1 30.9 50.7 96.3 21.1 2006E 279.6 94.0 61.0 34.8 153.9 129.2 45.4 No. 1 in the Russian ball bearing industry European Bearing Corporation (EBC) controls 37% of the Russian ball bearing market. EBC operates five ball bearing plants in Russia and one in Kazakhstan and produces more than 2,700 types of ball bearings for more than 500 customers. EBC controls 98% of Russia’s high-precision (aviation) ball bearing market and 95% of the railroad ball bearing market. These two business segments accounted for 65% of EBC’s revenues in 2005. Long-term relationship with Russian Railroads The company has a supply contract worth USD560 mn with Russian Railroads that secures EBC average annual revenue of USD100 mn to 2010. (23.2) 19.3 Source: Company data 2004 34% 23% 15% 0.4 35.0 2005 33% 21% 12% 0.9 13.7 Ratios 2003 Gross Margin EBITDA Margin Net Margin Debt/EBITDA EBITDA/Int. Expense Financial Debt/Equity 20% 9% 5% 0.7 22.8 0.22 Solid financial standing, moderate leverage In 2005, EBC reported revenues of USD250mn, up 22% y-o-y. EBITDA margin stood at 21%, while the debt/EBITDA ratio was only 0.9. Factoring in the planned CLN issue, debt/EBITDA should not exceed 2.5 at year-end 2006, and gradually decline...
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...MissSirada Janthon 55760718 Present Mr. Lorenzo E.Garin Jr Training and Development Naresuan University International College Content Titles Pages Content 2 Introduction 4 Reasons for evaluating training 5 - Formative Evaluation 6 - Summative Evaluation 6 Overview of the Evaluation Process 8 Outcomes Used in the Evaluation of Training Program 9 -Reaction Outcomes 9 -Learning or Cognitive Outcomes 9 -Behavior and Skill-Based Outcomes 9 -Affective Outcomes 10 -Results 10 -Return on Investment 10 Determining Whether Outcomes are Appropriate 11 -Relevance 11 -Reliability 13 -Discrimination 13 -Practicality 14 Evaluation Practices 15 - Which Training Outcomes Should be Collected 16 - Evaluation Designs 18 - Threats to Validity 18 - Types of Evaluation designs 21 Consideration in choosing an Evaluation design 24 Determining return on investment 25 - Determining Costs 25 - Determining Benefits 26 Other Methods for Cost-benefit Analysis 27 Practical Considerations in Determining ROI 28 Success Cases and Return on Expectations 28 Measuring Human Capital and Training Activity 28 Sources 29 Training Evaluation Training...
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...RENCANA Perbezaan 1Malaysia, Malaysian Malaysia 2010/08/29 - 06:52:24 AM Cetak Emel Kawan Gagasan diperkenal Najib dokong ideologi menyeluruh imbangi perpaduan rakyat pelbagai kaum KONSEP ‘Malaysian Malaysia’ adalah agenda politik yang diperjuangkan parti pembangkang DAP. Ia pada mulanya adalah rancangan untuk menentang dasar etnik pada Artikel 153 Perlembagaan Persekutuan oleh People’s Action Party (PAP), sebuah parti politik Singapura yang dipimpin Lee Kuan Yew. Konsep ini bukan saja tidak mendapat tempat di hati rakyat Malaysia yang berbilang kaum, malah didapati amat subversif sehingga boleh memecahbelahkan rakyat. Konsep inilah yang membawa kepada penyingkiran Singapura daripada Persekutuan Malaysia pada 1965. Konsep ‘Malaysian Malaysia’ adalah perjuangan DAP terhadap apa yang didakwanya sebagai pencerobohan hak kaum bukan Melayu oleh kaum Melayu. Ia dipersepsikan wujud dalam bentuk tindakan afirmatif yang mendiskriminasi kaum bukan Melayu. Persepsi ini bukan saja tidak betul, malah pencabulan terhadap persetujuan etnik yang dicapai kaum Melayu, Cina dan India dalam pakatan kemerdekaan. Pakatan kemerdekaan ini kemudian menjadi salah satu lunas penting dalam Perlembagaan Persekutuan. Ia adalah tolak ansur antara isu kerakyatan dalam kalangan bukan Melayu dengan apa yang kemudian dikenali sebagai Ketuanan Melayu. Ketuanan Melayu – walaupun istilah yang kurang disenangi sesetengah pihak – sebetulnya adalah legitimasi watan mengenai bahasa, kedudukan...
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...The study of International Human Resource Management (IHRM) has focused mainly on the policies, practices and strategies of Human Resource practitioners in individual multinational firms. The goal of this special issue is to move beyond this narrow focus at the enterprise level and situate HRM within wider economic, organizational, political and institutional contexts. HRM differs across countries but to date the comparative literature has tended to focus on cultural issues. Research that systematically analyzes socio-economic, institutional and societal contexts and their impact on HRM remains underdeveloped and there is a significant opportunity for work which draws on theory from adjacent fields - e.g. the varieties of capitalism literature, theories of cross-national organization and research in comparative political studies and economic geography all offer potentially useful frameworks. Companies are socially embedded on different levels; local economies, regional districts, national institutions, international networks and transnational regulation are all aspects of the social, organizational and economic structures in which companies are situated. Despite the all-pervasive talk of globalization, the seasoned international business traveller will be acutely aware of differences in the ‘way of doing things’from country to country and from region to region. Such differences are seldom more apparent than in the field of organization and management. Not only will...
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...Assignment Question Part A. Locate, read and review the following article: Tansley, C. and Tietze, S. (2013) ‘Rites of passage through talent management progressions stages: an identity work perspective’, The International Journal of Human Resource Management 24(9): 1799—1815. Part B. Reflect on the discussions that you have engaged in within your study groups on Blackboard. Explain how the lessons that you have learnt from the activities have influenced how you have approached and written your assignment Word Count: Part A: 1,054 Part B: 509 Total: 1,563 Research Questions Addressed by Study The research questions by Tansley & Tietze (2013) are ‘What constitutes rites of passage across successive levels of a talent management programme?’ and ‘What is the role of identity work in ensuring successful advancement through each talent management rite of passage?’ Theoretical Framework Underpinning the Study The study was to build on the literature of talent management at the individual and communal levels since existing talent management literature is mainly concerned with the structural aspect of talent management strategies. Therefore, not much emphasis has been placed on how management strategies and protocols are experienced and responded to by talent at different stages of talent management process and how these responses inform, incorporate and involve identity work by such talent (Huang and Tansley 2012, cited in Tansley...
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...Impact of Culture in International Human Resource Management Martin Human Resource Management relates to the processes involved in managing people in international enterprises (Helfrich, et al., 2008). Although the literature has identified several criteria to classify the degree or intensity of an enterprise´s multi- or transnationality for this short abstract a multinational enterprise can be defined as “an enterprise which conducts it activities, control production or service facilities and activities that add value in more than one country” (Zurawicki, 1979). Among the first enterprises driving global business were those who signed on crews and chartered ships, handled, loaded and imported tea from India for the British market. Today according to (Keohane & Nye Jr., 2000) globalisation is “the state of the world involving networks or interdependences at multinational distances…through flows and influences of capital, goods, information and ideas, people and forces”. Diversity has become a fact of life for most companies. They are now composed with a virtual mosaic of employees who differ in culture, national patterns of childhood, formative experiences and education, language, geography gender, ethnicity, sexual orientation, class, religion, disability and other group memberships. The challenges which international human resources face are versatile but the greatest impact is culture. Focusing on the culture (Hofstede, 1991) defines culture as the...
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...International Human Resource Management product: 4273 | course code: c252|c352 International Human Resource Management Centre for Financial and Management Studies, SOAS, University of London First Edition 2008, 2010 All rights reserved. No part of this course material may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, including photocopying and recording, or in information storage or retrieval systems, without written permission from the Centre for Financial & Management Studies, SOAS, University of London. International Human Resource Management Course Introduction and Overview Contents 1 Course Objectives 3 2 The Authors 4 3 Course Structure 4 4 Learning Objectives 5 5 Study Materials and Resources 6 6 Teaching and Learning Strategy 6 7 Assessment 7 International Human Resource Management 2 University of London Course Introduction and Overview Centre for Financial and Management Studies 3 1 Course Objectives This course aims to introduce you to the study and practice of International Human Resource Management (IHRM). To benefit from this, you need, of course, to have a basic understanding of Human Resource Management (HRM) itself. HRM has developed from personnel management, but instead of concentrating primarily on the hiring and firing of staff, it is the strategic and coherent approach to the overall management of an organisation’s most valued assets – the people working there who contribute...
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