HRM386StudyGuiderevised人力资源管理

1、hrm386international dimensions of human resource manageme ntfaculty of businessstudy guide*hrm386*international dimensions of human resource managementhrm386 study guidefaculty of busin esswritten and compiled bydr chrys gunasekaraupdated byjay myersproduced by division of learning and teaching serv

2、ices, charles sturt university, albury - bathurst - wagga wagga, new south wales, australia.first published updateddecember 2010october 2015printed at charles sturt university© charles sturt universitypreviously published material in this book is copied on behalf of charles sturt university pur

3、suant to part vb of the commonwealth copyright act 1968.contentspagetopic 1 introduction and the cultural and organisational contexts of ihrm 3topic 2 ihrm in cross border mergers and acquisitions，internationalalliances and smes9topic 3sourcing human resources for global markets13topic 4in ternation

4、al performance manageme nt19topic 5in ternational traini ng, development and careers23topic 6international compensation28topic 7 inter national industrial relations and the global instituti on context 33topic 8 ihrm trends and future challenges38 ivoverview of the subjectwelcome to hrm386, and to th

5、e interesting and topical area of international human resource management (ihrm). as global business is dominated increasingly by emerging economies such as china, india, south america and africa, the importance of capable graduates with a good knowledge of ihrm will increase.this subject critically

6、 examines the activities and policies of human resource management in the context of international business operations. in particular, it explores how human resource management is practiced in multinational organisations in the contemporary global business world. it also identifies trends and future

7、 challenges that are likely to have an impact on international human resource management.learning outcomesupon successful completion of this subject, students should: be able to explain the role of international human resource management (ihrm) in sustaining the growth of international business acti

8、vity and globalisation; be able to draw contextually appropriate conclusions as to the cultural and organisational applications of ihrm; be able to evaluate sourcing, training and development, compensation and the performance management of human resources for global markets; be able to evaluate the

9、role and context of international industrial relations; and be able to determine and explore current ihrm trends and future challenges and apply them to a contemporary workplace issue.the subject will cover the following topics: introduction and the cultural and organisational contexts of ihrm ihrm

10、in cross border mergers and acquisitions, international alliances and smes sourcing human resources for global markets international performance management international training, development and careers international compensation international industrial relations and the global institution context

11、 ihrm trends and future challengesbefore we begin, please be clear about the purpose of this study guide. the topics and the content of this subject will follow the textbook quite closely. you will be able to read the study guide and then look at the textbook and be able to see very clear links betw

12、een the two. there are additional reading resources provided for each topic, which will illustrate one or more aspects of the topic.the study guide is intended to guide your reading of the textbook and the additional resources provided. the study guide is not a summary of the textbook chapters or th

13、e readings - it is a map that will help you to see where you are meant to be going. it is very important, therefore, that you read the textbook, and keep up with your instructor lectures. we hope that you find this subject interesting and enjoyable.read总your textbook for this subject is dowling, p.,

14、 & fasting, m. (2013). international human resource management (6th ed.). andover: cengage leaming. in this study guide that book will be referred to the textbook' or (your textbookackowledgementthis study guide is based on the previous version of the study guide and updated to include new m

15、aterial included in the latest version of the textbook. wherever possible, it includes learning support content provided by the publisher of the textbook.topic 11ntroduction and the cultural and organisational contexts of ihrmintroductionthe first topic in this subject introduces the scope and natur

16、e of ihrm 一 what is it? how is it different do domestic hrm? how do we apply a strategic view of ihrm? there are several key pieces of knowledge that you will need to learn in order to understand later topics in the subject. ihrm has quite a lot of jargon or specific terminology that it uses. it can

17、 be difficult to keep up with all of the terms. that is why, from the beginning, you should learn the key terms and concepts so that you can use these later to understand other topics, and to answer exam questions.learning objectivesupon successful completion of this topic you should be able to: def

18、ine international human resource management describe and apply a model of ihrm explain the differences between ihrm and domestic hrm describe a model of strategic ihrm. define culture and discuss the development of culture.readthe textbook pages: 11& 22-39, 46-74bartlett, c. and beamish, p. (201

19、1 ). transnational management: text, cases and readings in cross-border management. 6th edn, boston, ma: mcgraw- hill/irwin.festing, m. (2012). strategic human resource management in germany: evidence of convergence to the u.s. model, the european model, or a distinctive national model? academy of m

20、anagement perspectives, vol 26, (2)，37-54.saha, s. k. (june, 1993). managing human resources: china vs. the west. canadian journal of administrative sciences, 10(2), 167177.the nature and scope of ihrmthere are different approaches that have been used in studying ihrm. the approach that we will use

21、in this subject involves the study of aspects of hrm in multinational organisations.the discipline of hrm involves those activities undertaken by an organisation to effectively manage its human resources, or people. these activities would include: human resource planning staffing (recruitment, selec

22、tion,placement) performance management training & development compensation (remuneration)and benefits industrial relations.how do we understand these activities in an in ternational context?this question is answered in the model of ihrm presented in your textbook. as you will see, the model has

23、three dimensions: hrm activities countries categories of employees.it is very important to learn this model and especially, the different terms, such as 'host： 'home9 and "third country9. these terms are used constantly in ihrmlearning activitya key piece of terminology that you will se

24、e in the models and that you will encounter throughout this subject is, expatriate. in this activity we ask: what is an expatriate? make notes on this term here.you may be wondering why it is necessary to study ihrm. why is it important to take this subject in your course?what is different about ihr

25、m?the next point to consider in this topic is: what makes ihrm different to domestic hrm?your textbook provides a good summary of the factors that help to explain why ihrm is different to domestic hrm, on pages 5 16. there are two parts to the explanation.firstly, ihrm is more complex than domestic

26、hrm six reasons are given for this:.5.6.more hr activitiesneed for a broader perspectivemore involvement in employees' personal lives variations in the mix of expatriates and locals risk exposurebroader external influences.you need to study these six factors, on pages 5-8, and be able to

27、explain the nature of each one. learn the examples also, or think or your own examples to illustrate each factor.the second part of the explanation of why ihrm is different to domestic hrm relates to moderating variables. these are discussed on pages 9-16 of your textbook. there are four variables o

28、r factors that influence the way that hrm practices are applies across national boundaries. these moderators are:a. the cultural environmentb. the industry environmentc extent of reliance by the multinational on its home-country domestic market d. the attitudes of senior management.many of these con

29、cepts are not new to you. they were covered in your previous studies in management and hrm here, we are looking at them from an international perspective. model 1-4 on page 9 of your textbook provides a good summary of these factors.you should learn about these moderators, be able to explain them, a

30、nd be able to use an example to illustrate each one. you can use an example from the textbook or think of your own example.cultural context of ihrman adequate understanding of the cultural context, as it impacts on the behavior of an organization employees, is of critical importance. thus, the resul

31、ts of cross- cultural comparative research may provide valuable hints to managers about how to cope with employees from foreign cultures. furthermore, these research results can form the basis for the development of intercultural training measures. these results could also be of great use to hrm in

32、an international firm, because they could assist in undertaking a structured analysis of the transferability of specific elements of a parent firm，s existing hr policy to foreign subsidiaries. in this context, it would be conceivable to decide whether incentive systems for groups or for individuals

33、would be effective in a specific culturetable 21 in the textbook summarizes these ideas about the cultural context and gives examples of environmental differences which could lead to problems when mnes attempt to introduce worldwide standardized hrm practices. within this context, it is important to

34、 recall the discussion on the convergence and divergence of hrm and work practices, as mentioned in chapter 1 of the textbook.the organisational contextlefs now identify the hr implications of the various options and responses that international growth places on the firm. in this phase of growth mne

35、's need to consider: balancing the standardization and localization of operations, and how this balancing act runs throughout all human resource planning, processes, activities, and systems. the organizational context in which ihrm activities take place. different structural arrangements are req

36、uired as the firm moves along the path to multinational status一from the export department through more complex variations such as matrix, heterarchy, transnational, and networked structures. control and coordination aspects. formal and informal mechanisms are utilised in different circumstances. how

37、 international growth affects the firms approach to hrm. firms vary from one to another as they go through the stages of international development, and they react in different ways to the circumstances they encounter in various foreign markets. there is a wide variety of matches between ihrm approac

38、hes, organizational structure, and the stage of internationalization. over twenty years ago, almost half of the us firms surveyed by dowling reported that hr operations were unrelated to the nature of the firms international operations. a study by monks of nine subsidiaries of multinationals operati

39、ng in ireland found that the majority adopted a local approach to the hr function, with headquarters involvement often limited to monitoring the financial implications of hr decisions. stages of development and organizational forms should not to be taken into consideration, as normative research doe

40、s suggest a pattern and a process of internationalization, although firms do vary in how they adapt to international operations.review activityread the jourbal article, saha, s. k(june： 1993). managing human resources: china vs. the west. canadian journal of administrative sciences, 10(2), 167-177.t

41、his reading is a comparative study of hrm practices in chinese and western organisations. this reading will give you some insights into the practice of ihrm and the factors that help to explain why there are different approaches taken in different national settings. make a few notes summarizing your

42、 thoughts about this article.tutorial exercisesthe purpose of tutorial activities in this subject is to help you to understand the subject content better. they are also good preparation for your exam there are two questions to look at in the tutorial for this topic.1. using what you have learned fro

43、m chapter 1 the textbook, think of examples of how this ihrm model could be used to look at staffing in:a. a chinese company based in changchun, with operations in san francisco and brazil.b. a brazilian company with operations in changchun and in new delhic. indonesians employed by a chinese compan

44、y based in changchun, with operations in changchun and new delhi.2. china has a large domestic market. it is also a major exporter of commodities and goods to the world. how would this affect ihrm strategy in chinese multinationals? look at chapter 1 of your textbook.3. in your tutorial group review

45、 chapter 2 of the text and discuss how culture can be conceptualised.interact4. in your tutorial group review chapter 3 of the text and discuss what are the specific hrm challenges in a networked firm?review the interact websitereview the additional resources provided for this topic on the interact

46、website.topic summaryin this first topic we have set down some foundations. weve looked at the meaning of ihrm 一 what makes it different from domestic hrm. we have also started to define some key terms that relate to this discipline. finally, we have seen two important models 一 one that describes th

47、e basic structure of ihrm, and a second model that shows how we can think of ihrm in a strategic way.there is an interconnection between ihrm approaches and activities and the cultural and organizational context, and that hr managers have a crucial role to play in this respect. in order to better pe

48、rform this role, it would seem important that hr managers understand various cultures and international structural options, along with the control and coordination demands imposed by international growth.topic 2 ihrm in cross border mergers and acquisitions, inter national allia nces and smesin this

49、 topic we first concentrate on cross-border alliances, with a special emphasis on equity-based alliances. these alliances are given priority here due to their association with complex ihrm processes and practices, which are the main interest of study within this volume. equity cross-border alliances

50、 include mergers and acquisitions (m&as) and international joint ventures (ijvs).readthe textbook chapter 4 pp 82-100park, b (2011 / key factors aff ecting acquisitions of technological capabilities from foreign acquiring firms by small and medium sized local firms. journal of world business, vo

51、l. 46(1): 116-125.rees, c. and edwards, t. (2009) management strategy and hr in international mergers: choice contrstaint and pragmatism human resources management journal, 19(1): 24-39.stahl, g. and mendenhall, m. (2005). mergers and acquisitions. managing cultures and human resources. stanford, ca

52、: stanford business books.learning objectivesupon successful completion of this topic you should be acquainted with the implications that international mergers and acquisitions, joint ventures, and the context of smes have for international human resource management.in this topic we extend the discu

53、ssion conducted in the previous topic about the organizational context of mnes to other organizational forms which pose specific problems to ihrm, i.e. cross-border alliances and globalizing smes.cross boarder m&ascross-border m&as have seen tremendous growth in the course of globalization.

54、there are four important development phases: the pre-m&a phase, due diligence phase, integration planning phase, and implementation phase. in each of the phases specific strategic hr requirements need to be taken into account in order to manage the m&a process effectively. a comparative appr

55、oach to hr in m&as indicates the complexity that emerges from the institutional and cultural environments in which the firms are embedded.review activityread pages 90-91 and describe the development phases of an m&a and the respective hr implications.uvsthe number of ijvs has increased signi

56、ficantly over the last few decades. the ijv formation process, poses considerable challenges for the hr function. four stages are identified for the development of uvs (formation, development, implementation, advancement and beyond) that require specific hr measures and roles. cross-cultural managem

57、ent in ijvs is an essential factor for effective cooperation across all levels of the ijv, including the top management team both types of equity-based cross-border alliances are very similar, as they involve strategic, comparative, and cross-cultural hrm issues as well as specified expatriate roles

58、.review activityread page 95 and outline the development phases of an ijv and the respective hr implications.in which way do cultural and institutional differences affect hr integration in m&as and in ijvs? hint: see page 93describe the formation process of cross-border mergers, acquisitions, and international joint ventures. hint see pages 86-90 and 93-954 of the textbook.the internationalized smethe third organization form we address is the c