international human resource management whole

8/3/2019 International Human Resource Management Whole

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Ngoc- Lan Nguyen

Kristin Gultasyan

Nana Mpaki

INTERNATIONAL HUMAN RESOURCEMANAGEMENT


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CONTENT


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HUMAN RESOURCE MANAGEMENT

... is a set of organisational activities aimed ateffectively managing and directing human

resources/labour towards archievingorganisational goals.


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INTERNATIONAL HUMAN RESOURCE

MANAGMENT

... aimed at managingorganisational human resourcesat international trade level...


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COMPARISON

HRM

National

Employees within onenation

Limited number ofactivities

Less complicated

IHRM

International

Dealing with employeesfrom many nations

Additional activities

Very complicated


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DIFFERENCES IN HUMAN RESOURCE PROCESSIN

UK

TURKEYGERMAN


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RECRUITMENT AND SELECTION


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InternetOnline job ads

Internal recruitmentintranetJob posting

Interview References

Tests CV Driving License

Military State

RECRUITMENT SELECTION

http://coatssql.com/write-a-better-job-posting-get-better-applicants


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TRAINING

First few days are observation days*Look around*Getting to know people and workplace

Training schemes

This is mainly done by larger and more experiencedfirms, which include:

*attende college

courses*attain newqualifications

In theJob

Off theJob


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Need analysis by HRM

Department chefs, managers and hrm

departments.

Willingness to participate

All employeesEvaluated by performance measures

On the job

TRAINING


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EMPLOYMENT LAW

The Minimum wage in the UKThe current rates (from 1 October2011, directgov.co.uk) are :

6.08 - the main rate for workersaged 21 and over

4.98 - the 18-20 rate

3.68 - the 16-17 rate for workersabove school leaving age butunder 18

2.60 - the apprentice rate, forapprentices under 19 or 19 orover and in the first year of theirapprenticeship

Work limitsThe weekly maximum hours anadult (18 and above) can work is 48hours a week, overr 17 weeks.

Does not apply to:

employees who can chose freelyhow long they want to work.(business owners)

Armed forces emergency

Dometic servants who live inthier employers house

Transport workers e.g. On seetransport


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EMPLOYMENT LAW

Minimum Wages

Depending onRegion

Depending onOccupation

Working Hours

In general 8hrs per day

Exeptions:

*aviation

*seafaring

*medical

sections


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European Labour Law SystemMember of the International Labour

Organization

Minimum Salary- as of 2011Over time

hours per week

over time has to be paid with 50 % of increase

on religious or national holidays and week-ends ithas to be paid with 100 % of increase

334


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APPRAISALS

Content of appraisalpaperwork:

Identification

Title of your job

Perfomance review

Overall perfomance rating

Commentes for you andmanager (or whoever isconducting the appraisal)

An appraisal is aperformance indicatorset up by employers to

review you currentwork performance


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APPRAISAL

Self-

Evaluation

Sales

Volume

Annual meeting

Evaluationtrough

Colleges/supe

rvisors


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First level supervisorsAnnual assesment or twice a year

Performance feedback: yes

Rank ordering

Graphic ranking

APPRAISALS

http://www.sba.oakland.edu/Faculty/york/grs.bmp
http://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmphttp://www.sba.oakland.edu/Faculty/york/grs.bmp


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PERLMUTERS (1969) CLASSIFICATION

Ethnocetric Polycentric

GeocentricRegiocentric (Heenanand Perlmuters, 1979)

Perlmuters(1969)

classification


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Sources:http://www.stepmap.de/la

ndkarte/european-country-clusters-3-151252.png

COUNTRY CLUSTERS


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http://www.dreamstime.com/stock-photography-merger-and-acquisition-image2335052

ACQUISITO

N


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COMPANY

Daimler-Benz

COMPANYChrysler

COMPANY A ANDCOMPANY B FROM

TOGETHER THE NEW

DAIMLERCHRYSL

ER

COMPAN

YGoogle

COMPANYMotorola

COMPANY A BUYSCOMPANY B

GOOGLE

22

MERGERS AND


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22

UNCTAD(ed.). World Investment Report,2006 (New York and Geneva: United Nations ,2006).

MERGERS ANDACQUISITIONSIN US BILLIONS


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PHASES AND HRM ROLES

Pre M&Aphase

Integrationplanning

phase

Duediligence

phase

Implementationphase

Identification of people related issues

Working out cultural and organizational fit

Estimating people related saving and costs

Employee culture sensitive communicationstrategy

Helping the organizaton to cope with change

Managing cultural changeHelping the organizaton to cope with change


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Globalization

Diversification

Strengthening marketposition

Corporategrowth

Exploiting

new marketopportunities

R t ti f k


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Retention of keytalent

Language barries

Managing

thetransition

Culturalintegration

Effectivecommunication

selecting the

Management team


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AIM:Alleviate theanxiety and stress that

accompany everyacquisition

http://www.buzzle.com/articles/how-do-mergers-and-acquisitions-affect-

SUPERIOR

SUPERIORI

TYVICTORY

OFPOWER

INFERIOR

FEAR

BETRAYAL

ANGER

EFFECTIVE COMMUNICATION


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1 Training For Dealing With Stress

2 Transparent information

Freely communication

3

Gathering people from 2 companies Break down stereotypes

4

Communicate a vision throughout the company

EFFECTIVE COMMUNICATION

How?Lunch gatherings

Company intra-nets

Emails

How?Forming teams toshare knowledge

How?Conferences

Seminarsworkshops

RETAINING KEY TALENTS


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WHY:1. Insufficient attention

2. Headhunters inevitably move in and the bestwill exit first because they have otherchoices

Effective and open communication

stock options

retention bonuses

Financial Incentives

Offering them opportunities for

responsibility

RETAINING KEY TALENTS


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STRUCTUREEEEEEEEEEEEEE

WOMEN WOMEN WOMEN

WE ARE THE BEST

FEMINISIM


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Labor forceparticipation andemployment

rates areLOW

as

of Dec 2010

http://www.artinnewyorkcity.com/2011/10/03/one-in-four-group-show-at-lolita-bar/


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Rigid division oflaborRural women &women fordomestic services

HISTORY

http://yenisafak.com.tr/Aktuel/?t=11.05.2008&i=116522

Social and political rights

EducationEqualization in legal areasRight to vote and beelected

TILL THE LATE 19TH:1930s

http://aaconstitution.blogspot.c

om/2010/11/amendment-19-womens-suffrage.html


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http://gloriafeldt.com/2011/03/07/%E2%80%9Cit%E2%80%99s-her-choice%E2%80%9D-%E2%80%93-really/

Low paidLabour intensive (textile)

Informal sectorEntrepreneurship

PROFILE OF

WOMAN

LABOR FORCE PARTICIPATION


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NON-AGRICULTURALLABOR FORCE PARTICIPATIONOF WOMEN 1950-1975 IN PERCENTAGE

Non-ag.Femalelaboras %of

activefemale

Total

Non-ag.laborIn totalActivepopulation

Active

Femalesas %ofTotal

non aglaborforce


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Women in statistics 2010- Turkish Statistical Institute, Ankara-April 2011Publication number: 3518


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Turkish Statistical Institute. (2011). statistiklerle Kadn Women in Statistics 2010. Ankara: TurkishStatistical Institute, Printing Division.

AS 0F 2008


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AS 0F 2008

Only 5.4% of women are employed inurban areas as decision makers,senior managers and directors

Gender-based division of laborPatriarchal mindsetMore time spent on daily household

choresInsufficient child and elderly care publicservices


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http://aizatshaari.blogspot.com/2009/09/gender-discrimination.html


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TURN OVER RATE

ATTACHMENT TO WORKHIGH

LOW

WHY?

DOMESTICRESPONSIBILITIES

RELIABILITY

WITHDRAW FROM WORKWHEN GET MARRIED

AND BECOME MOTHER


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MAN SOURCE OF

THE FAMILYINCOME:

MOTHER AND HOUSEWIFENOTE: LABOR FORCE INACTIVITY OF WOMEN NORMAL

LEAVE FOR DOMESTIC REASONS

ARTICLE 68-UNDERGROUND

AND UNDERWATER

Improve


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Improve

EDUCATION

LEVEL

8 TO 11 YEARS

INCREASED

prosperity&

closed gap


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HISTORY OF WOMEN IN THE WORK PLACE IN

BRITAIN

Beniftis of War in 1918for women:

Oportunity for womento work

Wider range ofoccupations Independance

Wages

Condtions


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DISCRIMINATION

Mainly againstmothers

Also againstwomen who chose

non traditionalpatternas of work

Government cuts

Women in theworkplace

today

Discrimination

Glass ceiling affect


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WOMEN AS ENTRPRENEURS

Women are not risk averse

Prefere flexible working hours

Avon school of economics predicted adoubling in female entrepreneurs


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LANS WOMENNNNNNNNNNNNN


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WOMEN AS ENTRPRENEURS

DISCUSSION

international human resource management whole

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