跨文化管理-cross-culture management-presetation-F

MODELS FOR HRM (BRATTON, 2002)
model: Top-down control and coordination; job evaluation and appraisals; adversarial labour relations. Resource-based model: Human Resources as an asset; employees‟ involvement and motivation considered as vital; workforce is a source of competitive advantage
and geographic dispersion lead to greater complexity (Harzing, 2010) Strive for Global efficiency and local responsiveness Endogenous (type of company, competitive strategy, international orientation) and Exogenous (Country/Regional characteristics, socio-cultural factors) (Schuler et al., 1993)
PRESENTATION OUTLINE
MeaningHale Waihona Puke Baidu
and importance of strategy in
HRM Business Strategy Strategic IHRM Approaches and HRM Models Case studies review
MEANING AND IMPORTANCE OF STRATEGY IN HRM
REFERENCE LIST
QUESTIONS
1.
2.
3.
Why is it important to have a consistent HR strategy in an international context? Discuss advantages and drawbacks of both control-based and resource-based models. Discuss the choices made by managers described in the case studies; how would you have avoided issues -if any?
Control-based
ABC MSC
Ethnocentric
Approach: Japanese policies and practices thought to be superior Control-based HR: Top-down communication; low level of employee participation; Malaysian workers excluded from decision-making. Low inter and intra-unit control: scarce knowledge of Malaysian environment and of the workforce dynamics; no clear guidelines.
“Strategic
human resource management is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance.”
LEMMA
Parochial
approach: French way is the way; scarce or no interest in counterpart‟s orientations; non-French speakers are „casted out‟. Before acquisition - ”Hybrid” orientation: high power distance and high-context, particularistic and feminine. After acquisition - Shift to Control-Based: formalisation, result orientation and short-term efficiency.
ISSUES, FUNCTIONS, POLICIES AND PRACTICES (SCHULER ET AL., 1993)
Issues:
inter-unit (I. E. parent to subsidiary) and within unit degree of control; degree of coordination. Functions: Human Resource Orientation; time and financial resources devoted to the workforce management. Policies and Practices: Development of general guidelines on how individuals will be managed; practices will have to be consistent with the local conditions and policies.
[italics added]
(Bratton, 2002, p. 37)
GENERAL FRAMEWORK FOR BUSINESS STRATEGY (BRATTON, 2002, P.40)
ISSUES FOR INTERNATIONAL STRATEGIES
Multiculturalism
STRATEGIC INTERNATIONAL HRM
Strategic
IHMR can be defined as “human resource management issues, functions and policies and practices that result from the strategic activities of multinational enterprises and that impact the international concerns and goals of those enterprises” [italics added] (Schuler et al. ,1993 p.422)
EQUIPOS
Polycentric
towards Geocentric: JointVenture and Learning Organisation; local managers appointed. Resource-Based HR: employees‟ motivation seen as paramount for MNC‟s development. „Fluid’ Policies and Practices: adoption of “Matrix” structure; Team-working; translation practices.
CONCLUSIONS & RECOMMENDATIONS
Strategic
HRM is a means by which company practically enforce their corporate strategies. Cultural diversity plays a pivotal role in the IHRM implementation. Different approaches will result in different HR models.
STRATEGIES
Multidomestic International Global
AND
APPROACHES
Polycentric Ethnocentric Geocentric
Transnational
(Bartlett and Ghoshal, 2000)
(Perlmutter, 1976)