Ghrm need,objectives,importance,model and reasons for growing interest in ghrm

objectives, need and model of ihrm.ALso describes about the importance of ihrm

1. Global Perspectives What is IHRM Global HRM can be defined as set of activities aimed managing organisational human resources at international level to achieve organisational objectives and achieve competitive advantage over competitors at national and international level.

2. International HRM International HRM is the process of: Procuring, Allocating, and Effectively utilizing human resources In a multinational corporation, while Balancing the integration and differentiation of HR activities in foreign locations

3. Definition of IHRM: • The human resources management concepts and techniques employers use to manage the human resource challenges of their international operations . ( G. Dessler ) International human resource management is concerned with the human resource problems of multi-national firms in foreign subsidiaries with the unfolding of HR issues that are associated with the various stages of the internationalisation process . ( Boxall 1995 )

4. Objectives of IHRM To reduce the risk of international human resources To avoid cultural risks To avoid regional disparities To manage diversifies human capital

5. Need for GHRM To manage expatriates To have international orientation Effectively utilise services of people at both the corporate office and at the foreign plants To respect local culture

6. Needs for Broader Perspective Pay issues Different countries, different currencies Gender based pay in Korea, Japan, Indonesia Health insurance for employees & their families Overtime working – Korean & Japanese firms Promotions based on seniority or merit

7. Reasons for Growing Interest in IHRM Globalization of Business Effective HRM Indirect cost of poor performance Movement to network organisation Significance in implementing and control of strategies

8. Growing interest in IHRM Globalisation of business leading to mobilisation of resources Effective management of human resources To minimise the risk of underperformance or failure in overseas assignments Implementation of international strategies by competent managerial personal to man overseas assignments.

9. Differences Between IHRM and HRM IHRM Address a broad range of IHRM activities HR issues related to employees belonging to more than one nationality Greater involvement of HR manager in the personal life of employees Greater exposure to risks in international assignments Has to manage several external factors such as government regulations of foreign country HRM Address a narrow range of HRM activities HR issues related to employees belonging to single nationality Limited involvement of HR manager in the personal life of employees Limited risks in domestic assignments Limited external factors to deal with.

10. HR CHALLENGES IN INTERNATIONAL LEVEL Compliance with labour laws Talent acquisition Developing agile leaders Balancing local and home issues Building capability

11. Efficient coordination and collaboration Retaining critical talent Sharing knowledge across borders Operating efficiently Improving productivity

12. Compliance with labour laws: Every company finds a challenge in working with laws, regulations, and rules in another country. These vary dramatically from one country to another , and companies often need the help of good advisers to unravel and comply with the different rules and policies . Talent acquisition : It is critical to acquire the people at the right time, but finding the right talent for a “foreign company” is sometimes a difficult task. Even simply identifying and recruiting individuals can be a challenge in another country.

13. Developing agile leaders: An organisation needs flexible leaders who can adapt to the changes and challenges of operating in a global environment. they must be able to bring the local context and culture into their decisions and relationships within each country. Balancing local and home issues: Deciding which decision must be made locally and which must be made at the headquarters is critical. For example, financial accounting may be kept at headquarters, while succession planning may need to be more at the local level.

14. Building capability : Employees must understand the products and services and how to produce or sell them. They must understand how to communicate and integrate with others across borders in the cultural context. learning and development can be different from one country to another. For sustainability, capability must be enhanced routinely in the organisation. Efficient coordination and collaboration : A global company must be connected and orchestrated in its work. Employees must be synchronized in their projects and efforts, and they must collaborate on a routine basis.This gets more different when different languages and long distance are involved .

15. Retaining critical talent: some individuals in the organisation are considered critical talent, and these are the people who make the more difference. It is not always an executive or a manager. It might be the IT team, the direct sales force, the store managers, or the research and development professional. The challenge is to retain this critical talent in the organisation. High turnover can be disastrous. Sharing knowledge across borders : knowledge management and knowledge sharing are important, particularly in a knowledge-based company. Using all the tools for collaboration and sharing is essential. Building databases that easily integrate with each other is also important.

16. Operating efficiency : The products and services delivered must be produced at a low cost to the organisation; otherwise, competition will have an advantage. Efficiency is king, and delays and bottlenecks have to be removed to make a smooth work machine. Improving productivity : In addition to lowering production costs, there must be more output. The gross productivity of a firm, revenue divided by employees, must be continuously improved as technology is used, capability is enhanced, and engagement and motivation kick in to deliver a very powerful workforce .

17. Strategies of GHRM The strategy demands global HR leadership with standard system but local adaptation. The key underlying ideas are to satisfy your company’s global human resources needs via feeder mechanism at regional, national and local levels, and to leverage your current assets to the fullest extent by actively engaging people in developing their own careers.

18. Stages of Internalization International company Multinational company Global company Transnational company.

19. Stages of Expatriation Honeymoon stage Culture shock stage Adjustment stage Mastery stage

20. Types of strategic policies Ethnocentric approach Polycentric approach Regiocentric approach Geocentric approach

21. BARRIERS OF GHRM Worldwide Variations Social, political and economic circumstances Human Resource Functions HR functions varies according to country Attitude and Actions Attitude and actions of headquarters towards HR Cultural Differences In learning and teaching styles

22. Barriers of GHRM Resistance to change Different locations different way of doing things HR practice that works in one country may be unacceptable in another As transactional personnel department As business partner Difficult to gain acceptance