INTERNATIONAL HUMAN RESOURCE MANAGEMENT

1. INTERNATIONAL HUMAN RESOURCE MANAGEMENT Week 2 IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

2. HRM and the Organizational Context (1) HRM activities determine, and are also influenced by organizational considerations: • The organization’s level of internationalization • Internationalization strategy in foreign markets • Control and coordination requirements • Strategic importance of foreign operations in relation to the organization’s overall profitability IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

3. HRM and the Organizational Context (2) Ideally, HRM considerations should play a key role in an organization’s decision to internationalize itself, rather than a market-driven strategy, which is usually followed HRM constraints and factors may have a significant impact on an organization’s internationalization strategy IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

4. Managing and Staffing Approaches in the International Context (1) The HRM literature identifies the following four managing and staffing approaches, which are also indicative of top management attitude: • Ethnocentric Approach – High level of control exerted by the parent organization / corporate headquarters over foreign subsidiaries. Key positions in the subsidiaries are managed by expatriates from the parent country (i.e. PCNs) • Polycentric Approach – Subsidiaries are treated as distinct national entities with a certain level of decision-making autonomy. They are usually managed by local nationals (i.e. HCNs). These are seldom promoted to positions at corporate headquarters and, likewise, PCNs are rarely transferred to foreign subsidiaries IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

5. Managing and Staffing Approaches in the International Context (2) • Geocentric Approach – Global perspective resulting in there being no discrimination of PCNs, HCNs and TCNs, who, depending on capability and performance, are given the opportunity to work in key positions anywhere (parent organization, subsidiaries) in the organization • Regiocentric Approach – Considered a precursory step in the direction of geocentricism. Managers may be transferred freely within a particular geographic region. These may enjoy a considerable level of autonomy in decision-making but are usually not transferred to the parent organization IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

6. Organizational Typologies (1) Bartlett and Ghoshal identify the following types of corporate organizational modals: • Multinational Modal – Characterized by decentralization of many of the organization’s key assets, responsibilities and decisions. Management regards overseas operations as a portfolio of independent businesses. For example, Siemens has many different lines of business around the world, but it is not really consolidated into one whole, and each country of operation is autonomous. Bayer, ADP and Levi also fit into this category IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

7. Organizational Typologies (2) • Global Modal – It has a central hub where most of the strategic assets, resources and decisions are centralized. The management views overseas operations as a pipeline to a global marketplace. Examples include British Airlines, Deutsche Bank and NCR • International Modal - Sits midway between the decentralized and centralized models. Many of the key assets, responsibilities and decisions are decentralized, but controlled from headquarters. Management regards overseas operations as appendages to a central, domestic corporation. Johnson & Johnson fits this description IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

8. Organizational Typologies (3) • Transnational Modal – It's a distributed network with distributed resources and capabilities. The management oversees a complex process of coordination and cooperation in an environment of shared decision-making. It has distributed control. This kind of corporation can have very small corporate headquarters Hewlett-Packard and Cendant are examples of transnational corporations IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

9. The Internationalization Process • Organizations have several options available for expanding their operations into foreign markets • The option pursued by the organization depends on a host of factors, for example, its size, available its resources (including human resources), strategy, confidence and environmental contingencies • Linked to the internationalization of organizations are the need for effective and efficient coordination and control mechanisms and, among other things, appropriate HRM policies IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

10. HRM and „Soft“ Modes of Internationalization by Organizations (1) Typical „soft“ modes of internationalization include: • Licensing – A business arrangement in which the manufacturer of a product (or a firm with proprietary rights over certain technology, trademarks, etc.) grants permission to some other group or individual to manufacture that product (or make use of that proprietary material) in return for specified royalties or other payment. Often does not involve a heavy committment of human resources • Management Contracts – Involve the transfer of experienced managerial and technical staff to another organization for a fee and for a specified period of time. Management contracts usually involves training the organization‘s employees IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

11. HRM and „Soft“ Modes of Internationalization by Organizations (2) • Alliances – A collaboration between organizations under which their resources are pooled, exchanged or integrated for mutual benefit. The committment of human resources depends on the level of inter-organizational interaction • Projects and Joint Ventures – Potentially considerable challenges on the human resource management function due to the usually close and sustained inter-organizational interaction which is necessary for such collaborative vventures, and the consequent varying management styles and philosophies, work ethics and cultures IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

12. HCN Intermediary (local knowledge) Export Manager (PCN) Export Department The HRM Function in the Context of Internationalization (Export) • By and large, little implications for HR policies for manufacturing organizations unless their export sales reach a “critical level” • Service-based industries would establish a branch office or go into a joint venture with a local partner as the nature of their business (i.e. provision of services) would necessitate this IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

13. The HRM Function in the Export Context (1) IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

14. The HRM Function in the Export Context (2) PCNs HCNs Firms would tend to replace sales agents and distributors in foreign markets with their own sales subsidiaries or branch offices for any several reasons: Problems with foreign agents and distributors, more confidence in self-handling international sales activities, the desire for more control and because of increasing importance which exporting activity has on the success of the organization IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

15. HRM in the Context of Internationalization (Foreign Production) There may be several reasons for a firm desiring to establish production facilities overseas, for example: • Cheaper production and transportation costs • Host government investment incentives and import restrictions • Maintaining markets Means of establishing production facilities overseas include setting up a facility independently, entering into joint ventures or acquiring local companies. Usually, going international means creating an international division at corporate headquarters At this (initial) stage of internationalization, some organizations will usually make extensive use of PCNs, others will use HCNs to capitalize on local conditions or satisfy local regulations IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

16. Challenge of Internationalization for Organizations: Centralization versus Decentralization Need for national responsiveness: Differences in market structures Distribution channels Customer needs Local culture Host Government pressures Need for more centralization: Multinational Customers Global Competitors Economies of Scale Flow of Information Pressure for Decentralization Pressure for Centralization IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

17. The HRM Function in the Context of Internationalization (International Division) Managing Director Production Marketing Finance Human Resources Staff selection Expatriates Domestic Division (Product A) Domestic Division (Product B) International Division Exporting Departing Subsidiary Country A Subsidiary Country B Production Marketing Finance Human Resources IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

18. The HRM Function in the Context of Internationalization (Global Product Division) Chief Executive Officer Production Marketing Marketing Global Product Division Finance Human Resources Product A Product B Product C Product D Europe Americas Asia-Pacific Pakistan Marketing Human Resources IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

19. The HRM Function in the Context of Internationalization (Global Area Division) Chief Executive Officer Production Marketing Finance Human Resources Europe Americas Asia- Pacific Pakistan Marketing Human Resources Product A Product B Product C Product D IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

20. The HRM Function in the Context of Internationalization (Matrix) Chief Executive Officer Production Marketing Finance Human Resources Vice-President Global Products Vice-President International Europe Americas Asia- Pacific Product A Human Resources Product B Pakistan IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

21. The HRM Function in the Context of Internationalization (Network Structures) The Heterarchy – An organization has different “centers” in different locations, for example, R&D activities are concentrated in one center, training in another. It places considerable demands on the human resource function management (experienced personnel, incentive packages to motivate and control employee performance, promotion of awareness of common corporate goals) The Transnational – Characterized by interdependence of resources and responsibilities across subsidiaries and business units resulting in large flows of information, people, resources etc. Complex level of communication, cooperation and coordination required along with strong corporate identity and well-developed worldwide management perspective. Seeks to achieve global integration while retaining localized flexibility. Human resources need to be flexible, quickly transferable and think across national and subsidiary boundaries IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

22. The HRM Function in the Context of Internationalization (A Complex Network Structure) Center e.g. R&D Subsidiary Subsidiary Corporate Headquarters Center (e.g. Training) Subsidiary Subsidiary IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

23. Control Mechanisms in a Networked Organizational Environment Control Mechanisms Structure Reporting Systems Budgets Performance Targets FORMAL INFORMAL Personal Relationships Corporate Culture In networked organizational environments, there is a tendency to rely more on Informal controls instead of formal controls that are usually prevalent in the hierarchichal-type environments IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

24. Control and Coordination Issues for HRM in International Networked Organizational Environments In networked organizational environments, human resource management has a crucial role to play, for example through: • Contact facilitation for information and knowledge diffusion • Training and development for fostering informal communication channels and building a corporate culture • Assisting in creating personal networks amongst key staff persons • Staffing Decisions and Transfers IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan

25. The “ideal” Organizational Structure? There is no “ideal” structure for organizations which are internationalizing. The determination of organizational structure will depend on a plethora of factors and considerations, such as: • Size of the organization • Management traditions and policies • Circumstances prevailing in the host countries Some organizations have experimented with different organizational structures with a view to finding the appropriate structure best suiting their requirements IHRM (MBA III) Course Instructor: Dr. Aurangzeb Z. Khan