INTERNATIONAL HUMAN RESOURCE

MANAGEMENT( IHRM)

JONLEN J.R. DESA

MBA(HRM)

X7

XLRI

PRESENTATION PATH

INTRODUCTION OBJECTIVES OF IHRM COUNTRIES/ NATIONALS INVOLVED

IN IHRM FUNCTIONS OF IHRM IHRM MODEL STAFFING POLICIES IN IHRM FORCES FOR CHANGE ISSUES IN IHRM DHRM VS IHRM

INTRODUCTION

IHRM is the process of selecting, training, developing, and compensating personnel in overseas positions.

It is the process of employing and developing people in international organizations which operate globally.

Create a local appeal without compromising upon the global identity.

Generating awareness of cross cultural sensitivities among managers globally and hiring of staff across geographic boundaries.

Training upon cultures and sensitivities of the host country.

OBJECTIVES OF IHRM

COUNTIRES/NATIONALS INVOLVED IN IHRM

HOME COUNTRY

NATIONALS

HOST COUNTRY

NATIONALS

THIRD COUNTRY

NATIONALS

FUNCTIONS OF IHRMRECRUITMENT

SELECTION

EXPATRIATES

PERFORMANCE APPRAISAL

TRAINING AND DEVELOPMENT

COMPENSATION

WOMEN IN INTERNATIONAL BUSINESS

DUAL CAREER GROUPS

INTERNATIONAL INDUSTRIAL RELATIONS

TRADE UNIOUNS

PARTICIPATIVE MANAGEMENT

IHRM MODEL

STAFFING POLICIES IN IHRM

Ethnocentric: Here the Key management positions are filled by the parent country individuals.

Polycentric: In polycentric staffing policy the host country nationals manage subsidiaries whereas the headquarter positions are held by the parent company nationals.

Geocentric: In this staffing policy the best and the most competent individuals hold key positions irrespective of the nationalities.

GLOBAL COMPETITION GROWTH IN MERGERS, ACQUISITIONS AND

AMALGAMATIONS ORGANIZATIONAL RESTRUCTURING ADVANCES IN TECHNOLOGY AND

TELECOMMUNICATION

FORCES FOR CHANGE

ISSUES IN IHRM Managing International Assignments Employee and Family Adjustments Selecting the right person for foreign

assignments Culture and Gauge Language and Communication

DHRM V/S IHRM

CASE STUDY

MolexWorlds second largest manufacturer of electronic

components 50 manufacturing plants, 21countries HRM viewed as most localized of all the functions Hires experienced , educated foreign nationals in

the US for foreign postings Moves people around the world In house management development programs

CONCLUSION