IHRM Assignment Presentation_Group 2

8/3/2019 IHRM Assignment Presentation_Group 2

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International Human ResourceManagement

International Staffing Assignment

Group 2

Hemanth Chellapilla

10PGHR11Chhavi Aggarwal10PGHR12Chhavi Gupta10PGHR13Deepak Vaswan

10PGHR15Indrojit Saha


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Critical evaluation of Internationalstaffing

An international organization must consider bothheadquarters practices and the ones that prevail in the

countries of its subsidiaries.

Local culture tends to influence recruitment andselection practices. In certain countries, local lawsdemand a specific approach.

Thus, an organization cannot be rigid about a uniformrecruitment policy across the globe. Adapting to thelocal context is absolutely essential.

More than the nationality of a candidate, aspects like abalance between internal corporate consistency andsensitivity to local labor practices, must be emphasized

upon.

In an achievement-oriented culture, people considerconsider skills, knowledge, and talents while in anascribable culture, age, gender, and family backgroundare important. An organization selects someone whosepersonal characteristics fit the job.

Management, Vol. 6, 2001, 1-2, S. Treven: Human resource management in


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Examples of varied staffing practices

In international manufacturing and processing facilitiesin Mexico, companies recruit with a sign announcing

job openings outside the facility or by employeesintroducing family members who are looking for jobs

In Hungary, as an attempt by the government tocombat unemployment, it is a requirement that an

organization must get permission from the Ministry ofLabor before hiring an expatriate.

Within the European Union, citizens of membercountries can work in other member countries withouta work permit. Hence, how to classify a German citizenworking for a French company in France is not clear.

Management, Vol. 6, 2001, 1-2, S. Treven: Human resource management ininternational organizations

Siemens has many different lines of business aroundthe world but it is not really consolidated into onewhole, and each country of operation is autonomous.Bayer, ADP and Levi also fit into this category.


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Company: Doors Automobiles We buildDoors and some other parts of automobiles


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Culture

Minimum number of levels in organization structure to enhancecommunication

Relate rewards to individual performance in Canada and teambased performance in UAE (Examples: individual incentive plans,gain sharing plans)

Relationship orientation should be inculcated in PCNs before theygo to Canada and UAE

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Availability of Talent

Canada UAEEthnocentric approach SendPCNs to establish brand name andprocesses

Ethnocentric approach SendPCNs to establish brand name andprocesses

Recruit host country nationals andthrough them establish brandname and create awareness

Recruit host country nationals andthrough them establish brandname and create awareness

Talent availability: Canada isperceived to have earned areputation of excellence

throughout the world. (Instead ofhaving a melting pot, each culturalgroup, whether it be Ukrainian,Lebanese, Sikh or Chinese wasrespected for its uniqueness andencouraged to retain its own

ways.)

Talent Availability


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Knowledge Sharing


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Decision making authority

Local Market Understanding


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Labor Costs


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Steps involved in pay equityin Canada


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Best Practices in CanadianMNCs


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Factors Helping Integration ofExpatriates and Local Staff


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Factors Hindering Integration of

Expatriates and Local Staff


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Comparative Management in Focus:Compensation

Best Practices Regional Clusters Country Specific

Incentives not toolarge, pay based onindividual performance,reduce seniority pay

Asian countries use more

seniority pay, group/teampay, and pay for futuregoals where as northAmerican countriesemphasize on individualpay

Canada uses lessincentives thanexpected, Japan usesmore. UAE uses verystrict incentives relatedto performance


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Comparative Management in Focus: Selection


Getting along withothers and Fit withcorporate values

Anglo cluster focuses ontechnical skill, workexperience; Japan focuson work experience

Japan looks at apersons potential;Canada relies onpotential; UAE relies oncontrol

Comparative Management in Focus:Performance Appraisal


Could be better in allcountries; emphasis ondevelopment anddocumentation

Expression used little inAsian countries andadministrative purpose isimportant.

Plays an important rolefor both North America

and Arab Countries.

In Japan theadministrative purposeis important


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Comparative Management in Focus: T&D


Used to improvetechnical skills and,increasingly, teambuilding

Softer practices used inAnglo cluster but moreuse is desired

In Arab countries,external training islooked out for. It is areactive approach. Moreuse is desired.

Canada is outsourcingmore; Japan uses teambuilding extensively

Comparative Management in Focus: Relation toStrategy


T&D and performanceappraisal most closelylinked to organizationalcapability

Low cost anddifferentiation strategieslinked to HRM in Asiancluster

No linkages betweenorganizationalcapability and HRM inArab Countries


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References

Expatriate management bestpractices in Canadian MNCs: amultiple case study by Sharon Leiba

Osullivan, Steven H.Appelbaum,Corinne Abhikhzer

Pay and Employment Equity in the

United States and Canada by MorleyGunderson

An approach to diversity training in

Canada by Patrick Schmidt


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ThankYou!!

IHRM Assignment Presentation_Group 2

Documents

Transcript of IHRM Assignment Presentation_Group 2