Discussion Qusetion Course：Global Human Resource Management The finish line of the course is right around the corner (they told me that every time I ran a marathon!), and it is your turn again to
Contents from Weeks 5 to 7 of the Course：
Welcome to Week 5, Standardization & Localization Culture of IHRM
The international human resource management models developed in the last decade pursue a contextual analysis of the standardization (global integration) of multinational parent companies and subsidiaries' human resource management policies and practices internationally and localization (local differentiation) of host countries' practices, to include cultural differences.
Standardization and localization in IHRM are two of the most important processes of global business. Even though there is no connection between the two processes, as one happens independently of the other, they both became a crucial part of business when trade reached a global scale.
In order to survive in the crucial global economic market, a MNC mainly relies on the capability of its international human resource management (IHRM) during the internationalization process. IHRM is the effective utilization of human resources in a corporation in an international environment.
Host country culture and workplace environment are different from the parent company culture. Hence localization would be suitable because the host country employees will find it difficult in adapting to a different culture. Culture determines the standardization in the placement, processes, and practices in the workplace.
International Human Resource Management, Chapter 3
Welcome to Week 6, IHRM Strategic Importance
Rapid rate of globalization requires a more strategic role for HRM and link HRM strategic needs of business Increasing importance of HRM to implementing international business strategies. Because IHRM policies and practices are essential influence on whether and to what extent MNCs achieve their international goals.
IHRM focuses on creating and implementing policies and practices that help achieve MNC objectives and vision, involving strategic management of the HR function and how IHRM supports and enhances the international business strategies of the firm.
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
There is a common view was that there was a need to adapt to the culture. In particular, localization, as companies look to replace expatriate managers with managers recruited from the local labor market. This has become a major issue in addition to cross-cultural difficulties when local hires are trained in the MNCs' headquarters as inpatriates.
International Human Resource Management, Chapter 6
International Human Resource Management, Chapter 9
Week 6 Prework instructions and presentation
Welcome to Week 7, Expatriate Managerial Performance & Current Trends
The landscape of performance management is changing. Over the past few years, more and more reputable organizations are bidding goodbye to traditional performance management in favor of a more agile process. This is because an active method allows for faster response to the needs of a business and can be applied to all areas of performance management, from goal setting to feedback to rewards.
Performance management of expatriates is undoubtedly more difficult than in the case of domestic managers. The performance of an expatriate will depend on a variety of issues such as the compensation, cultural adjustments, tasks and job roles, as well as support from headquarters and the host environment. Expatriate performance management takes on increased importance as a firm's international operations become more dispersed. Each organization designs a performance management process that is uniquely suited to their employees. From goal setting and feedback to performance conversations and annual reviews, no two processes look exactly the same from one company to the next.
While this seems obvious, companies didn’t always focus on employee performance management to stimulate growth and satisfaction as they do now. But employee engagement is really a metric to understand the success of your overall employee performance management strategy.
Performance management systems can be defined as the continuous process of identifying, measuring and developing the performance of individuals and teams. For employees, it may very well cause lower self-esteem; employee burnt out and job dissatisfaction, damaged relationships and use of false or misleading information. The contingent workforce is changing the game when it comes to the way employee performance is managed. As the alternative workforces grow, so does the need to manage it.
International Human Resource Management, Chapter 4
Week 7 PowerPoint Development and Presentation
