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HP Dilemma?

HP Dilemma?. Can the sense that the HP Way was “dead” be reversed? Could the HP Way be applied in developing countries with different cultures and traditions? How much autonomy should major business areas have in strategy, policy, management practice? Can HP avoid failure, following success?.

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HP Dilemma?

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  1. HP Dilemma? • Can the sense that the HP Way was “dead” be reversed? • Could the HP Way be applied in developing countries with different cultures and traditions? • How much autonomy should major business areas have in strategy, policy, management practice? • Can HP avoid failure, following success?

  2. HP Dilemma? • Getting too big to practice HP Way? • How can we believe in HP Way when people are losing their jobs? • Why don’t practices apply equally across company anymore? • Can the HP Way survive in today’s intensely competitive environment?

  3. HP Way • Corporate objectives • Business values • Management practices = Competitive Advantage: People • Teamwork • Performance

  4. Corporate Culture • Values, customs, traditions & meanings that make a company • Beliefs about goals an organization should pursue • Ideas about the appropriate behavior to achieve goals • “How things get done around here” • Values determine norms, guidelines or expectations • “A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration”

  5. Corporate Culture”Organizational Culture and Leadership" (1992), Schein 1. Artifacts: surface aspects (such as dress) easily discerned, yet hard to understand 2. Espoused Values: conscious strategies, goals and philosophies 3. Underlying Assumptions and Values: the core, or essence, of culture, difficult to discern as they exist at a largely unconscious level. Key to understanding why things happen as they do.

  6. Organizational Culture - Elements

  7. Leading Change(Kotter, 1996) • Establish a sense of urgency • Form a powerful guiding coalition/team • Create a clear vision, expressed simply • Communicate the vision • Empower others to act on the vision • Plan for, and create, short-term wins • Consolidate improvements and produce still more change • Institutionalize the new approaches

  8. Why Is Managing Human Resources So Important? • Rapid Change • Uncertainty About Basic Business Conditions • Rising Costs • Rapid Technological Change • More Limited Supplies of Highly Trained Labor • Rapidly Changing Government Legislation and Regulations • Increased Globalization of Industries

  9. Fitting HR Practices to Business Strategy and One Another • Vertical Fit = the match between HR practices and overall business strategy • Horizontal fit = the consistency and interrelationship among HR activities • External fit = how well HR activities match the demands of the external environment

  10. HR Fit Requires Right HR Choices • Staffing • Appraising • Compensating • Training and Development • Employee Influence • Work Systems

  11. Approaches to IHRM • Factors Affecting the Approach to IHRM • Political Policies and Legal Regulations • Managerial, Educational, and Technological Development in the Host Country • Home and Host Country Cultures • International Experience of the Firm

  12. Approaches to IHRM • Factors Affecting the Approach to IHRM(cont’d) • Method of Subsidiary Founding • Technology and the Nature of the Product • Strategic Importance of Particular Employee Groups • Organizational Culture • Organizational Life Cycle

  13. Managing Human Resources in a Foreign Subsidiary • Culture and HR Functions within a Foreign Subsidiary • Staffing in the Subsidiary • Training in the Subsidiary • Appraising Performance of Subsidiary Staff • Subsidiary Compensation Systems

  14. Approaches to IHRM • Ethnocentric Approach • Uniform strategy across units • Exporting HR practices from home country • Expatriates run HRM functions in subsidiaries • Polycentric Approach • Diverse strategies across units, independent from HQ • Policies adapted to meet circumstances, context • Local managers direct HRM • Closed Hybrid Approach • Compromise between Ethnocentric & Polycentric • Uses parent country template, adapted to local conditions

  15. Approaches to IHRM • Regiocentric Approach • Regional grouping & integration of HR strategy • Differentiation across regions • Staffed by managers from countries within region • Geocentric Approach • Policies developed to meet goals of global network of home-country & foreign subsidiaries • Global overarching strategy on key issues • Differentiated policies on local issues • Open Hybrid Model • Subsidiary practices are a hybrid of activities meeting global and local demands • Extensive sharing of best practices among subsidiaries • Best practices of home & host countries applied in integrative manner

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