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•Customer demands
•Globalization of competitors
•Regulations and restriction
•Growth opportunities
•Economic factors
•Incentives
•Resource assets & cost saving
•Cultural factors
•Political-legal factors
•Labour relations factors
Different setting of International Human Resource
Management
•Headquarters of multinationals
•Home country subsidiaries of foreign owned firms
•Domestic firms
•Government agencies and Non-governmental organizations.
Development of IHRM
Development of IHRM
Development of IHRM
•Global competition
•Need for effective management
•Need for international managers
•Traditional hierarchical organization structures are becoming redundant
•Developing different organizational cultures
•Strategic alliances, cross borders, mergers and acquisitions are increasing
•Learning, knowledge acquisition and adaptation
•Knowledge management
•Expatriation in International firms
Difference between IHRM & Domestic HRM
Difference between IHRM & Domestic HRM
Strategic Human Resource Management SHRM
•The word strategic means a comprehensive decision plan that sets critical direction for an
organization and guides the allocation of resources.
•The goal of strategic management in an organization is to deploy and allocate resources in
order to provide a competitive advantage to management.
•HRM means an integrated strategy and planned development process for effective
utilization of human resources for achievement of organizational mission and objectives.
•Strategic HRM is the pattern of planned human resource deployments and activities
intended to enable an organization to achieve its goals.
•SHRM can be defined as HRM issues, functions, policies and practices that result from the
strategic activities of multinational enterprises and that impact on the international concerns
and goals of those enterprises.
Models of IHRM
•Matching model
•Harvard model
•Contextual model
•5p model
•European model
Matching model
The Michigan/Matching Model
The Michigan model was propounded by Fombrun Tichy and Devanna (1984) at the Michigan Business School.
Precisely, the matching aspect of this model demonstrates that the model is inclined towards the harder side of
HRM.
This is because the matching model emphaizes more on “tight fit” between the HR strategy and the buisness
strategy.
It demands that available human resources must be matched with jobs in the organization.
The HR strategy must be highly calculative in terms of the quantity of the human resources required to achieve
the objectives enshrined in the business strategy.
Business strategy takes the central stage in this model hence human resources are taken like any other resource
which must be fully utilised together with the other resoruces to achieve organizational objectives.
Devanna (1984)
The point of departure in the Michigan Model is the pre-eminence and pre-dominance of a business
strategy, which must strictly be achieved by the available resources regardless of whether, they are able
to do so or not.
In fact the business strategy must be achieved through minimum labour costs enhanced by structural
re-organization, Performance Related Pay and staff reduction.
Stakeholder Interests
Harvard model
Shareholders Feedback loop
Management
Employee groups
Government
Community
Unions Long-term
Human resource
HRM policy choices consequences
outcomes
Employee influence Individual well being
Commitment
Reward system Organizational
Competence
Work system effectiveness
Cost effectiveness
Societal well being
Situational factors
Workforce characteristics
Business strategy
Management philosophy
Labour market
Task technology
Laws & societal values
The Harvard Model
The authors of the model also coined it the map of HRM territory.
The Harvard model acknowledges the existence of multiple stakeholders within the organization.
These multiple stakeholders include shareholders various groups of employees, government and the community
at large.
Basically this is because this model emphasizes more on the fact that employees like any other shareholder are
equally important in influencing organizational outcomes.
In fact the interest of the various groups must be fused and factored in the creation of HRM strategies and
ultimately the creation of business strategies.
A critical analysis of the model shows that it is deeply rooted in the human relations tradition.
Employee influence is recognized through people motivation and the development of an organization culture
based on mutual trust and team work.
The factors above must be factored into the HR strategy which is premised on employee influences, HR flows,
reward system etc.
The outcomes from such a set up are soft in nature as they include high congruence, commitment, competencies
etc.
The achievement of the crucial HR outcomes has got an impact on long term consequences, increased
productivity, organizational effectiveness which will in turn influence shareholder interests and situational factors
hence making it a cycle.
It is thus important to note that the Harvard model is premised on the belief that it is the organization’s human
resources that give competitive advantage through treating them as assets and not costs.
5p Model Strategic business needs
HR philosophy
Expressed in statements defining business Expresses how to treat & value people
values and cultures
HR Policies
Articulated to HR strategies
Coordinates efforts to facilitate change to
address major HR related business issues
HR practices
For leadership, managerial & operational roles Motivates needed role behaviour
HR Processes
Defines how these activities are carried
For the formulation & implementation of other activities out
5p Model
Inner context
Culture
Structure
leadership
Task-technology
Business strategy content HRM context
Role
Objectives
Definition
Product-Market
Organization
Strategy & tactics
HR outputs
HRM content
HR flows
Work systems
Reward system
Employee relations
Contextual model was proposed by Martin Alcazar.
The latter, at best, consider the context as a contingency variable. The contextual
approach is broader, integrating the human resource management system in the
environment in which it is developed.
These stakeholders may be external as well as internal and both influence and are
influenced by strategic decisions.
European model
• This model was proposed by Brewster in 1993.
• Environment-established legal framework
• Objectives-social concern, people as a key resource.
• Focus-cost/benefits and environment analysis
• Relationship with employees-Unions and non-unions
• Relationship with line managers-specialist/line liason
• Role of HR specialist-specialist managers, ambiguity, flexibility.
• This model is based on the premise that European organizations operate with restricted
autonomy.
• It deals with all constraints set on European union, national culture and legislation,
organizational ownership and trade union involvement.
• It shows an interaction between HR strategies, business strategies, HRM practices, and their
interaction with external environment consisting of national culture, power system, legislation,
employee representation and education system.
Business strategies
Business strategies (1)
Domestic
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Business strategies (2)
International
Competition increases
Companies expand internationally
Hierarchical structure
Structural and cultural dominance
First home country managers abroad as expatriates
25
Business strategies (3)
Multinational
26
Business strategies (4)
Transnational
Global competition
Identical products are distributed worldwide
Research and development
Firms become less hierarchically structured
Transnational human resource strategies are being developed
27
IHRM & BUSINESS STRATEGIES
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Evolution of MNE’s
• License
• Export through agent or distributor
• Export through own sales representative or sales subsidiary
• Local packaging and assembly
• FDI
Approaches to IHRM
Ethnocentric approach (1)
Parent country nationals (PCNs) take all key positions in a
multinational company
In the early stages of internationalization
31
Ethnocentric approach (2)
32
Polycentric approach (1)
Companies following this staffing policy use HCNs in their
subsidiaries and PCNs in corporate headquarters
Advantages:
No more language barriers and adjustment problems of
expatriates
The employment of HCNs is less expensive
Morale and career opportunities of local stuff
33
Polycentric approach (2)
Disadvantages:
Weak links between the independent national units and
headquarters
Lack of experience of both HCNs & PCNs is a liability in an
increasingly competitive international environment
34
Geocentric approach (1)
Best people get key jobs, nationality is not important
Advantages:
A pool of senior international managers is developed
Tendency of national identification of managers with subsidiary
units is reduced
35
Geocentric approach (2)
Disadvantages:
Immigration laws which require the employment of local nationals
are used by many host countries
Difficult to implement because of increased training,
compensation and relocation costs
Longer lead times and more centralized control of the staffing
process are required
36
Regional approach
Staffing strategy with emphasis on different regional markets
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Barriers in effective global HRM
•Worldwide variations
•Human resource functions
•Attitudes & actions
•Resistance to change
•Cultural differences
•Management of communication channels
•Management of legal and industrial issues
•Management of divergent economic systems
Organizational dynamics and IHRM: Socio-cultural context
•Attitude to power and authority and its implication for employee management.
•Tolerance for ambiguity and attitude to risk and their implications for employee management.
•Interpersonal trust and its implications for employee management
•Individualism and collectivism and their implications for employee management
•Preference for certain leadership behaviors and its implications for employee management.
Impact of country culture on IHRM
•Country culture refers to the extent to which leadership, teams and employee activities are
socially valued and supported.
•Country culture impacts a firm by selecting and formulating certain organizational values and
norms that managers perceive as consistent w.r.t their countries.
•Country culture influences attitudes towards negotiations, investments, trade in the
International setting.
•Influences the pay system.
•Emphasis on organizational hierarchies and centralization.
•Attitude towards a job and career mobility.