International Human Resource Management国际人力资源管理

HRM and Personnel Management
Personal management deals purely with the practical aspects of recruitment, staff appraisal, training, job evaluation e.t.c. HRM on the contrary has a strategic dimension and involves the total deployment of all the human resources available to the firm, including integration of personnel and other HRM considerations into the firm’s overall corporate planning and strategy formulation procedures.
Human resource Activities
HRM Functions


Armstrong (1999) defines HRM as ‘strategic and coherent approach to the management of organisations’ most valued asset-the people working there who individually and collectively contributes to the achievement of the goals’ Boxhall and Purcell give a broader definition as ‘human resources management includes the firm’s work system and its employment practices. It embraces both individual and collective aspects of people management’
[Dowling and Welch, 2004]
What changes when HRM goes international?
2. The national or country categories involved
– The host country where a subsidiary may be located – The home country where the firm is headquartered – The “other” countries that may be the source of labour, finance or other inputs [Dowling and Welch, 2004]
International Human Resources and Multinational Corporations
• HRM typically refers to those activities undertaken by an organisation to utilize human resources effectively, • HR planning • Staffing (recruitment, selection, placement) • Performance management • Training and development • Compensation (remuneration) and benefits • Industrial relations [Dowling and Welch, 2004]
• [Dowling and Welch, 2004]
International Human Resource Management (IHRM)


International human resource management (IHRM) is the process of selecting, training, developing, and compensating personnel in overseas positions. Boxhall (1992) defines IHRM as being concerned with the human resource problem of multinational firms in foreign subsidiaries (such as expatriate management)
What changes when HRM goes international?
1. The human resources activities of procurement, allocation and utilization
– These activities can be expanded into the six activities mentioned previously
IHRM and Organisational Structure
The type of international organisational structure adopted by the MNE will provide the context for many of the IHRM issues faced by the company
International Organisational structure
Chief executive/Headquarters
Production
Marketing
Finance
Personnel
International division
International geographic structure
Criteria relevant to the definition of IHRM
There are a number of criteria relevant to the definition of IHRM: 1.IHRM concern with HRM issues that cross national boundaries or are conducted in locations other than the home country headquarters of the organisation’s within the study 2.IHRM is concerned with the relationships between the HRM activities of organisations and the foreign environments in which the organisation operates 3.IHRM includes comparative HRM studies, for example how companies in Japan, Thailand, Austria and Switzerland plan for increased employee commitment, upgrading of employee skills etc
What changes when HRM goes international?
3. The three categories of employees of an international firm
– Host-country nationals – Parent-country nationals – Third-cntry A
Country B
Country C
International product structure International Functional structure
Country A
What is an expatriate?
• An obvious difference between domestic and international HRM is that staff are moved across national boundaries into various roles within the international firm’s foreign operations (expatriates) • An expatriate is an employee who is working and temporarily residing in a foreign country (also “international assignees”)
The five readily types of organisational structure includes: 1. 2. 3. 4. 5. International division structure International geographic/regional structure International product structure International functional structure Matrix or mixed structure
[Dowling and Welch, 2004]
A model of IHRM
A model for Investigating HRM strategies
Brewster’s and Hegswich’s (1994) model of HRM shows corporate strategies, HRM strategies and practices that are located both within the internal and external environments of HRM The internal environment includes organisational features such as size, structure and corporate culture The external environment includes national culture, power systems, legislation, education and employee representation The model mainly serves as a reminder to practitioners that their human resources strategies must reflect the organisational and national cultures in which they are operating
A model for Investigating HRM strategies
IHRM and HRM
• IHRM is the interplay among these three dimensions – human resource activities, types of employees and countries of operation. • IHRM involves the same activities as domestic HRM • Domestic HRM is involved with employees within only one national boundary [Dowling and Welch, 2004]