International human resource management - Chapter 1

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Trong chương này giới thiệu, chúng tôi thành lập phạm vi của sách giáo khoa. Chúng tôi: xác định các điều khoản chính trong quản lý quốc tế nguồn nhân lực (IHRM) phác thảo những sự khác biệt giữa quản lý trong nước và quốc tế, nguồn nhân lực và các biến trung bình những khác biệt này (tiếp theo)

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Nội dung Text: International human resource management - Chapter 1

Chapter 1 Introduction: The enduring context of IHRM Use with International Human Resource Management ISBN 1-84480013-X 1/1 Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives In this introductory chapter, we establish the scope of the textbook. We: • define key terms in international human resource management (IHRM) • outline the differences between domestic and international human resource management and the variables that moderate these differences (cont.) Use with International Human Resource Management ISBN 1-84480013-X 1/2 Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives (cont.) • discuss trends and challenges in the global work environment and the enduring context in which IHRM functions and activities are conducted – including the way in which forces for change affect the operations of the internationalizing firm and have consequences for the management of people in the multinational context. Use with International Human Resource Management ISBN 1-84480013-X 1/3 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 1-1: Inter-relationships between approaches in the field Use with International Human Resource Management ISBN 1-84480013-X 1/4 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 2-1: A model of IHRM Use with International Human Resource Management ISBN 1-84480013-X 1/5 Published by Thomson Learning © Peter Dowling and Denice Welch
HR activities slide 1 • Human resource planning • Staffing – Recruitment – Selection – Placement • Training and development Use with International Human Resource Management ISBN 1-84480013-X 1/6 Published by Thomson Learning © Peter Dowling and Denice Welch
HR activities slide 2 • Compensation (remuneration) and benefits • Industrial relations Figure 2-2: Stages of internationalization Use with International Human Resource Management ISBN 1-84480013-X 1/7 Published by Thomson Learning © Peter Dowling and Denice Welch
What is an expatriate? • An employee who is working and temporarily residing in a foreign country • Some firms prefer to use the term ‘international assignees’ • Expatriates are PCNs from the parent country operations, TCNs transferred to either HQ or another subsidiary, and HCNs transferred into the parent country Use with International Human Resource Management ISBN 1-84480013-X 1/8 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 1-3: International assignments create expatriates Use with International Human Resource Management ISBN 1-84480013-X 1/9 Published by Thomson Learning © Peter Dowling and Denice Welch
Differences between domestic and international HRM • More HR activities • The need for a broader perspective • More involvement in employees’ personal lives • Changes in emphasis as the workforce mix of expatriates and locals varies • Risk exposure • Broader external influences Use with International Human Resource Management ISBN 1-84480013-X 1/10 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 1-4: Variables that moderate differences between domestic and international HRM Use with International Human Resource Management ISBN 1-84480013-X 1/11 Published by Thomson Learning © Peter Dowling and Denice Welch
The ‘top ten’ multinationals 1. Rio Tinto 6. Electrolux (Sweden) (UK/Australia) 7. Interbrew (Belgium) 2. Thomson 8. Anglo American Corporation (UK) (Canada) 9. AstraZeneca (UK) 3. ABB (Switzerland) 10. Philips Electronics 4. Nestlé (Switzerland) (The Netherlands) 5. British American Tobacco (UK) UNCTAD Index of Transnationality Use with International Human Resource Management ISBN 1-84480013-X 1/12 Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 1-5: Factors influencing the global work environment Use with International Human Resource Management ISBN 1-84480013-X 1/13 Published by Thomson Learning © Peter Dowling and Denice Welch
Forces for change • Global competition • Growth in mergers, acquisitions and alliances • Organization restructuring • Advances in technology and telecommunication Use with International Human Resource Management ISBN 1-84480013-X 1/14 Published by Thomson Learning © Peter Dowling and Denice Welch
Impacts on multinational management • Need for flexibility • Local responsiveness • Knowledge sharing • Transfer of competence Use with International Human Resource Management ISBN 1-84480013-X 1/15 Published by Thomson Learning © Peter Dowling and Denice Welch
Managerial responses • Developing a global ‘mindset’ • More weighting on informal control mechanisms • Fostering horizontal communication • Using cross-border and virtual teams • Using international assignments Use with International Human Resource Management ISBN 1-84480013-X 1/16 Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter summary This chapter has established the scope of this book. We have: • Defined international HRM and the term ‘expatriate’. • Discussed the differences between domestic and international HRM – looking at six factors: more HR activities, the need for a broader perspective, more involvement in employees’ personal lives, changes in emphasis as the workforce mix of expatriates and locals varies, risk exposure and more external influences. (cont.) Use with International Human Resource Management ISBN 1-84480013-X 1/17 Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter summary (cont.) • Examined what we have called the enduring context of IHRM. The focus is on the current global work environment, looking at the forces for change that have prompted managerial responses that have implications for the way in which people are being managed in multinationals at the turn of the 21st century. However, we have made a brief comparison with the situation that confronted a 14th-century merchant as a way of drawing out some of the constants in international business. This treatment has enabled us to provide an overview of the field of IHRM and establish how the general environment affects IHRM. The next chapter examines the organizational context where we explore how IHRM activities are determined by, and influence, various internal changes as the firm internationalizes. Use with International Human Resource Management ISBN 1-84480013-X 1/18 Published by Thomson Learning © Peter Dowling and Denice Welch