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International HRM Archives - Page 5 of 8 - MBA Knowledge Base

Developing a Global Management Cadre

Global management of business is increasingly important to almost all business firms today as they extent their business operations globally. As the international business of a firm increases, the firms must be managed globally. This confronts managers with many new challenges, including coordinating production, sales, and financial operations on a worldwide basis. As a result, companies today have pressing international HR needs with respect to selecting, training, paying and repatriating global employees. Inter-country differences affect a company’s HR management processes. Cultural factors suggest differences in values, attitudes, and therefore behaviors and reactions of people from country to country also change. Differences in economic and labor cost among countries are also important and will help to determine whether human resources emphasis should be on efficiency, commitment, or some other factors.… Read the rest

Staffing for Global Operations

Staffing for global operations  is quite a complex affair. It involves activities on a global basis, including candidate selection, assignment terms and documentation, relocation processing and vendor management, immigration processing, cultural and language orientation and training, compensation administration and payroll processing, tax administration, career planning and development, and handling of spouse and dependent matters. In global staffing, companies need to choose from various types of global staff members and need to have specific approaches and strategies to global staffing. Global staff members are selected from among three different types: expatriates, host-country people and third-country nationals. Expatriate is a person who belongs to the country in which the organization is headquartered and not a citizen of the country in which the company operates.… Read the rest

Selecting Managers for Foreign Assignments

International assignments are the heart of international HR, and it is therefore disconcerting to see how often such assignments fail. U.S. expatriates assignments that end early (the failure rate) range from 16% to 50%, and the direct costs of each failure can reach hundreds of thousands of dollars or more. The exact number of failure is hard to quantify, in part because “failure” means different things to different people. An early return rate is perhaps the most obvious indicator. However, some expatriates may fail less conspicuously, quietly running up the hidden costs of reduced productivity and poisoned customer and staff relations.… Read the rest

Managing International HR Activities

The key global pressures affecting human resource management are deployment, knowledge and innovation dissemination, and identifying and developing talent on a global basis. Today, it is easy to get the right skills to where we need them, regardless of geographic location. Similarly, spreading the knowledge and practices throughout the organization, and identifying persons who can function effectively in a global organization and developing his or her abilities etc. are all possible.

Managing international HR activities are an elaborate and complex task. Human Resource Planning (HRP) is the process of forecasting an organization’s future demand for and supply of, the right type of people in the right numbers.… Read the rest

Concept of Global Human Resource Management

Concept of Global Human Resource Management

Human Resource Management (HRM) is the process of acquiring, training, appraising and compensating employees, and attending to their labor relations, health and safety concerns. It includes policies and practices involved in carrying out the people of a management position, including recruiting, screening training, rewarding and appraising. An organization’s human resource management (HRM) function focuses on the people aspect of management. It consists of practices that an organization deals effectively with its employees during the various phases of the employment cycle: pre-selection, selection and post selection. Many firms realize that they must enter foreign markets in order to compete as part of a globally interconnected set of business markets.… Read the rest

Cross Cultural Decision Making – Programmed and Non-Programmed Decision Making

It is becoming quite apparent that businesses, big and small, need to understand how decision making affects their entire operations. When making decisions, managers in organizations apply either a programmed or a non programmed decision  making process. Both processes are affected by the culture of the society in which the decision is being made. For example, mangers in countries with relatively low tolerance for ambiguity, such as Japan and Germany, avoid non programmed decisions as making. Operating manuals in organizations in these cultures tend to be relatively thick. In contrast, mangers in countries with relatively high tolerance for ambiguity, such as the United States and Norway, seek responsibility for non-programmed decision making.… Read the rest