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GLOBAL HUMAN RESOURCE MANAGEMENT

GLOBAL HUMAN RESOURCE MANAGEMENT. IMBA 552 International Business and HRM. PURPOSE OF THIS CLASS. To understand the management of global human capital To understand the role of the global human resource function To begin pre-preparation for your international experience

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GLOBAL HUMAN RESOURCE MANAGEMENT

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  1. GLOBAL HUMAN RESOURCE MANAGEMENT IMBA 552 International Business and HRM

  2. PURPOSE OF THIS CLASS • To understand the management of global human capital • To understand the role of the global human resource function • To begin pre-preparation for your international experience • To begin the process of “writing a thesis”

  3. FACTS For PUBLICLY TRADED • 60,000 MNE’s employ over than 45mm people • By 2010 this will increase to 75mm • In 1957 US contributed 53% to global GDP – today 18% • In 2003 25 countries employed 40mm people with a total of USD 13.73 trillion in annual revenues and USD 45 trillion in assets • Key players besides US, Germany, Great Britain, France and Japan is; south Korea, Mexico, Russia, China, Brazil

  4. OTHERS • Some of the largest international firms are owned by families, especially in China, Taiwan, Thailand, Hong Kong, Indonesia, Malaysia and Singapore • Growing numbers of Small Multinationals (SME’s) • In Germany there are 350 SME’s that dominate their market niche

  5. DRIVERS FOR GLOBALIZATION • Scale Economies • Scope Economies • Shorter Product Life Cycles • Direct Foreign Investment • Technology

  6. RATIONALE FOR GLOBAL HRM • Increased travel • Rapid and extensive global communications • Rapid transfer of new technology • Growing trade, foreign competition • Improving education • Emigration of large numbers of people

  7. COMPETITIVE ADVANTAGE OF NATIONS Firm Strategy, Structure and Rivalry Factor Endowments Demand Conditions Related and Supporting Industries Porter’s Diamond (Adapted from Porter:1990)

  8. Routine Production Services In-person Services Symbolic Analytic Services Zero-sum Nationalism Cosmopolitanism Positive Economic Nationalism TRENDS IN THE INTERNATIONAL DIVISION OF LABOR- Reich’s New World Order

  9. Routine production services Routine production as an employee on an assembly line or supervisory jobs or clerical jobs involving repetitive checks on employees and enforcement of standard operating procedures

  10. In person services Simple repetitive tasks with little training providing services directly to the consumer, e.g. salespersons, hairdressers, waiters, cleaning staff, receptionists, etc.

  11. Symbolic-analytic services These jobs require skills in problem solving and problem identification, e.g. engineers, architects, managers, research scientists, etc.

  12. Zero sum nationalism “ The assumption that there are only two outcomes possible in economic warfare: either we win or they win, so we had better make sure that we win. Countries therefore close their eyes to globalization and try to protect and improve their own position. Government subsidies for deteriorating industries and a renewed interest in protectionism are the hallmarks of this scenario.

  13. Cosmopolitanism The ideal of free trade is championed. This is not a zero sum game: the world as a whole can improve Through free trade. By making products where they can be made most cheaply, we all benefit in the end. Reich maintains this is the attitude that will most likely determine the future.

  14. Positive economic nationalism Each nations citizens take primary responsibility for enhancing the capabilities of their countrymen for full and productive lives, but also work with other nationals to ensure that these improvements do not come at others’ expense. This argument provides for free trade with some form of government intervention

  15. What is Human Resource Management As a field it is about: the understanding, researching, applying and revising all human resource activities in their internal and external contexts as they impact the process of managing human resources in enterprises throughout the global environment to enhance the experience of multiple stakeholders, including investors, customers, employees, partners, suppliers, environment, and society.

  16. Forms of International HRM • Operation of parent-country firms • Operation of foreign firms in the home country • Operation of Third party nationals • Employment of foreign citizens (or recent immigrants and/or their families

  17. DIFFERENCES BETWEEN DOMESTIC AND INTERNATIONAL HRM • Responsibility for greater number of activities • Need for greater level of expertise • e.g. employment laws • Necessity for closer involvement with employees (e.g. expatriate families • Greatly expanded and different mix of employees • Having to deal with more external influences • Having to face greater exposure to problems and difficulties

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