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...management is the diversity of the world whether it is regulations, culture, religion, or language. In IHRM, companies run into more external factors that define how the workforce is selected and/or replaced, (Rioux, Ph.D., Bernthal, Ph.D. & Wellins, Ph.D.). For example, there are stricter practices regarding replacing a workforce in the US compared to other countries in the world. Such laws are designed to work in favor of employees than the employer in the US like unemployment liability and equal opportunity employment regardless of gender, race, age, looks, etc., (Rioux, Ph.D., Bernthal, Ph.D. & Wellins, Ph.D.). In a way, IHRM may engage in HR practices in a host country that might violate the business code of ethics in a country like Saudi Arabia where the two genders are segregated in the workplace which may limit the company’s diversification of workforce gender-wise. Another factor that may further contribute to the complexity of IHRM is the cultural differences across the globe which may affect the business culture, management style, and organizational structure. For example, in some cultures that are collectivist compared to the US individualistic approach, employees tend to focus more on the output of the unit as a whole rather than individual performance. The collectivist cultures tend to be more emotionally involved than individualistic; therefore, there is a need for IHRM to be more involved on a personal level with employees, (Deal, 2002). Furthermore,......
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...managing IHRM functions. Reuter aims to standardise its HRM organisation as part of their change process. Implementing these changes can cause challenges that Reuter must face. These challenges can include: • The budget Reuter must attain to support the change of standardisation and the time constraints. • Centralised Policy • Must understand which of their HRM service centre should be globalized or localised. • How off-shoring impacts staffing. According to Reuter’s case study during regionalisation of HRM and the organisation, Reuter should consider the cost efficiencies when globalisation is desired. It is important that the organisation has the costs to support the change as it would be tedious if the change cannot be conducted halfway (Reference). Reuter’s IHRM would therefore be prone to risk if it does not have a budget as business transformation is requires fundamental changes in parts of the organisation to ensure competitive advantage exist. Furthermore, it is a timely process and can take over years to ideal hence with no budget will cause a challenge for Reuter. Reuter currently has 17,000 employees with 5% being expatriates. With 200 sites available, it is likely that Reuter may need to recruit more employees to centralize the operations for each sites, this can mean teaching current employees new skills, knowledge transfers and sharing. Reuter plans to off-shore transactional centres to lower cost locations – India, Bangkok and Beijing. Doing so, the IHRM......
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...with the firm: implications for IHRM Milorad M. Novicevica, Allison B. Dukeb, Erin R. Holmesc, Jacob W. Brelandd, M.R. Buckleye* and Mark N. Binga Department of Management, School of Business Administration, University of Mississippi, MS, USA b College of Business, Lipscomb University, Nashville, TN, USA; cSchool of Pharmacy, University of Mississippi, MS, USA; dWCBA, Youngstown State University, Youngstown, OH, USA; e Michael F. Price College of Business, University of Oklahoma, Norman, OK, USA The purpose of this article is to develop a theoretical framework for governing an organization’s relationships with customers engaged as contributors to the organization’s business processes (i.e. customers as quasi-employees). Based on our suggested framework, we explain how appropriate customer-centric HRM practices can support more cost-effective and accommodating adaptations in the organization’s governance of its relationships with customers. We complement these propositions with practical examples illustrating how customers who take different cooperative roles will increasingly become valuable organizational assets. The collaborating customers not only provide the information necessary for the successful performance of the service exchange, but also contribute human and social capital in performing tasks that are a complement to or a substitute for employee tasks. In conclusion, we outline implications for international human resource management (IHRM), as well as future......
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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......
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...This report critically analyses how the external and internal factors affect the strategies of M&S and modifies its business strategies. Even though M&S has good strategy and marketing plans they haven’t used it to their advantage. It also tells how the macro and micro environment affect their strategy and their plan. The report uses frame works like PESTEL, SWOT and porter 5 forces. It further investigates the strengths, weaknesses, opportunities and threats of M&S. This report highlights on M&S planning, organising, and taking decisions. It further incorporates the history, business operation, and the treats and opportunities faced by the company. It also provides an alternative solution and offers recommendation which might help the company to compete in the market, by providing appropriate service to its customer’s .The main aim of this report is to evaluate how M&S can survive in this ever changing market Introduction: Marks and Spencer the Britain retailer (often referred to as Marks & Sparks by locals) is a general retailer that sells clothes, gifts, home furnishings, and foods under the brand name St. Michael in the UK, Europe, the Americas and Far East. The company also operates in the financial services segment. Marks & Spencer was started in 1884 by Michael Marks in the Leeds market. The company strived for value and low prices and worked for its development. By 1901, the company acquired 35 outlets and had a new partner in...
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...IHRM can be defined as a highly dynamic and constantly evolving field with new themes emerging, which transcends traditional approaches. (G. Hofstede, 2001) The assignment contributes in developing a broad, detailed and rational study of Japanese HRM practices mainly recruitment and selection and also training and development. It tells us about what is the basic essence that makes them quintessentially Japanese. It tells how it is advancing towards a continuous evolutionary change. This assignment also tells the reader about the impact of culture, traditions, socio-economic and politico-legal angles that affect the very basis of Japanese HRM structure. Finally it tells the reader about the different changes in HRM practices due to the current scenario and ultimately leading the way and telling about the implications for Japanese HRM practitioners. Japan is kind of very well designed society there is plans and structure for everything (Doole and Lowe 2000). Japanese management puts stress to secure survival, long term growth of company to benefit all incorporating the organization. It focuses on soft S of Mckinsey 7S concept i.e. staff style, skill and subordinate goal. Overall significance of HRM on management is high. There is a high importance of HR with stress on its strategic meaning. Management in Japan since end of Second World War can be segmented into different stages shuffling between uniqueness and universal practices. Japanese culture strongly influenced......
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...activities. They will assist with finding children acceptable schooling situations. Where possible, Tex-Mark staff will endeavour to provide a social support network. Repatriation Upon return all expatriates are required to go through a debriefing and career counselling session with HR staff. This should be held within two months of the person’s re-entry to the home location. v IHRM Case 1 – Spanning the Globe 3 Case 1 Activity In the role of Eric 1. Summarize your thoughts on the problems at hand, alternative solutions and your strategy on how to proceed at the forthcoming meeting. 2. How will your proposal solve the problems you have defined? 3. How can you defend your solution from budgetary concerns? In what way is your approach both a solution to the problems of expatriates at Tex-Mark and a good economic investment? Step back out of the role and answer the following 1. Does Eric’s personal background assist in his assessment of the problems he faces? 2. Would you have approached this situation differently? If so, what benefits would your different approach provide for Tex-Mark? v IHRM Case 1 – Spanning the Globe 4 International Human Resource Management Managing people in a multinational context Exhibit A Alistair Mackay’s short list of possible candidates ‘First candidate. Marie Erten-Loiseau. Born in Prague, her family moved to Toulon when Marie was twelve years old. Brought up in France, she was educated as an aeronautical engineer......
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...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 the practice of strategic IHRM. CHAPTER REVIEW OUTLINE I. Strategic International Human Resource Management: An Introduction SIHRM is the part of IHRM that focuses on creating and implementing IHRM policies and......
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...BAB 3 KONTEKS ALIANSI LINTAS BATAS DAN UKM Pengantar aliansi lintas batas Pentingnya strategis aliansi telah meningkat dalam proses globalisasi. Aliansi lintas batas adalah perjanjian kerja sama antara dua atau lebih perusahaan dari latar belakang nasional yang berbeda, untuk menguntungkan semua mitra. * Non-ekuitas aliansi lintas batas adalah kendaraan investasi yang keuntungan dan tanggung jawab lainnya ditugaskan untuk masing-masing pihak sesuai dengan kontrak. Masing-masing pihak bekerja sama sebagai badan hukum yang terpisah dan dikenakan kewajiban sendiri. Contohnya aliansi teknologi strategis internasional atau R& D aliansi serta perjanjian kerja sama di bidang fungsional yang berbeda seperti pemasaran atau produksi. * Mode ekuitas melibatkan pembelian saham asing investor langsung dari perusahaan di negara lain'. Termasuk pembentukan anak perusahaan, baik melalui investasi greenfield atau akuisisi, serta melalui usaha patungan atau merger. Yang terakhir ini biasanya melibatkan strategi kolaborasi jangka panjang, yang memerlukan dukungan praktek-praktek SDM yang sesuai.Mereka mewakili lintas batas berbasis ekuitas aliansi. Ekuitas serta non-ekuitas aliansi lintas batas menimbulkan tantangan spesifik dalam manajemen sumber daya manusia internasional. Seringkali, ini sangat penting untuk keberhasilan operasi internasional. Catatan Schuler dan Tarique, Beberapa isu-isu HR yang sangat penting untuk keberhasilan internasional atau lintas batas berbasis......
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...Cultural Context of IHRM Intercultural Management Studies Our world is filled with many different and unique countries, all with their own customs and cultures. In International Human Resources Management, it is the IHRM Department’s job to educate any expatriate about the foreign country they will be moving too. The main reason to do this is preventing cultural shock causing a smoother transition for the expatriate. Culture can be defined as “the beliefs, customs, arts, etc., of a particular society, group, place, or time” or is a more business related sense “a way of thinking, behaving, or working that exists in a place or organization.” Throughout the years there have been many intercultural management studies and there are four most widely accepted theories: The Hofstede study, The GLOBE study, The Trompenaars & Hampden-Turner study, and Hall & Hall’s cultural dimensions. These studies broke down cultures and behaviors around the world and are valued resources for IHRM departments. First, there is the Hofstede study. Geert Hofstede was a professor who conducted an extremely comprehensive study of how different cultures place value in the workplace. It was Hofstede who first made an empirical model and had different dimensions of national culture. These dimensions were: power distance, uncertainty avoidance, femininity vs. masculinity, individualism vs. collectivism, and long-term orientation. Each different country would get scores in each section and......
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...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 to the objectives of the business1. Its main aim is to develop personnel policies that improve employee relations at work. This course will, therefore, begin with an examination of the history and nature of Human Resource Management, before embedding it in its international context. In Unit 1, you will learn about the main tasks involved in......
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...cars due to the design of road networks. However, the traffic problem is quite severe during the peak hour, hence time management is important to avoid disappointment when travelling by car. This is a country mix of heritage and modernization, so you can go diving and trekking if you are a natural lover or simply enjoy shopping in the metropolitan cities fulfilled with high end label around the world. 2.2 International Human Resource Management IHRM is an internationalization management approach which adopted by MNCs in order to effectively carried out human resource activities at international and national level. Similar activities and dimensions as domestic HRM are involved however it operates on a much bigger scale which requires more complex strategic consideration, coordination and additional HR functions. IHRM activities will have more external stakeholders influenced, higher level of risks exposure and more personal insights into employee’s lives and family situation (Dowling & Welch, 2004). Usually IHRM staffing process activities divided to four particular types: i. Ethnocentric approach – top management staffs are expatriates from parent country (Parent Country National) to ensure there is high level of control by headquarter at the subsidiary company and this is helps to unify the culture. ii. Polycentric approach – subsidiary employees (Host Country National) have certain level of decision making authority and company managed by local......
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...Convergence and Divergence Debate over IHRM Practices By : Anggun M.B Nowadays, there is an increasingly concern about convergence and divergence debate over Human Resource Management practices of MNCs that operate expandly accross the globe. With regard to convergence approach, it is generally accepted that the universality of sound management practices would lead to societies and countries becoming more and more alike and interlink. On the other hand, according to divergence approach, companies will try to adapt its strategies with different host-country context in order to sustain its business continually in different countries. However, in my point of view, MNCs need to have a well-balanced strategy which combines global efficiency and local responsiveness strategy in doing their business around the world. Regarding this concern and how does it relate to HRM practices, this essay will focus on the training and development practice in McDonald India, by starting with comparison about key factors of both approaches as will now be discussed. Comparing both approaches, there are several key factors that force MNCs to implement the convergence and divergence strategies in its global operation. In term of global efficiency or convergence, the driving forces/factors such as converging income across states, economies of scale, uniform product and service design, international business expansion with low transportation cost, less trade barriers and more open market have led......
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...Introduction Following the growth of globalization of economic and business, the international labor become increasingly significant for Australia. In the past. As you are no doubt aware, a company in Australia who has sponsored in the past, would be more open to sponsoring again in the future, as they are already comfortable with the sponsoring process. Australian companies who have advertised jobs in Australia with 457 visa sponsorship, are also likely to have been pre-approved by the Department of Immigration in Australia, as a qualifying 457 visa sponsoring organisation. Anyway, the subclass 457 visa program is designed for people who want to work temporarily in Australia. This program allows applicants to work for up to four years for a sponsoring employer and is restricted to people seeking to be employed in skilled occupations. There are three processing stages: sponsorship, nomination and visa application(Settle, 2011). This is the most commonly used program for Australian employers to sponsor overseas workers to work in Australia in skilled positions on a temporary basis. There are also special arrangements for employers in regional areas across Australia which allow them to sponsor workers into less-skilled positions that are not otherwise open to workers in cities and non-regional areas. So you are in Australia and have been working on your working holiday visa for an employer for 4 months or so, know that your 6-month limitation on working for......
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...The Globalization and IHRM of Lenovo ⅠIntroduction Lenovo Group Limited is a Chinese multinational personal technology company that develops, manufactures and markets desktop and notebook computers, workstations, servers, storage drives, IT management software, and other related products and services. Lenovo was incorporated in Hong Kong in 1988 under its previous name, Legend.[1] Lenovo's principal operations are located in Morrisville, North Carolina, Beijing, China and Singapore. (Global Headquarters : The United States Raleigh ( North Carolina Research Triangle Park ) (The main R & D centers: Beijing, China, Japan and Japan, Shanghai, Shenzhen and the United States, North Carolina, Raleigh (Production base and assembly facilities: Beijing, Shanghai, Huiyang and Shenzhen; India's Pontiac Lee (Pondicherry,); Monterrey, Mexico (Monterrey,); the United States Greensboro (in Greensboro); and in the global contract manufacturing and OEM Lenovo is the world's second largest PC maker and markets the ThinkPad line of notebook PCs and ThinkCentre line of desktops. These brands became part of Lenovo's offerings after its 2005 acquisition of IBM's personal computer business. Lenovo also sells the IdeaPad line of notebook computers. Lenovo markets its products directly to consumers, small to medium size businesses, and large enterprises, as well as through online sales, company-owned stores, chain retailers, and major technology distributors and vendors. 1.Joint ventures,...
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