GLOBAL HUMAN RESOURCE

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Nov 8, 2013 (3 years and 5 months ago)

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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


To begin the process of “writing a thesis”



RANK

COUNTRY

POPULATION

% OF

WORLD

POPULATION

-

World

6.7 billion

100%

1

People’s Republic

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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

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

DRIVERS FOR GLOBALIZATION


Scale Economies


Scope Economies


Shorter Product Life Cycles


Direct Foreign Investment


Technology

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

Porter’s Diamond (Adapted from Porter:1990)

Firm Strategy,
Structure and
Rivalry

Factor
Endowments

Demand
Conditions

Related and
Supporting Industries

COMPETITIVE ADVANTAGE OF NATIONS

TRENDS IN THE INTERNATIONAL DIVISION
OF LABOR
-

Reich’s New World Order


Routine Production
Services



In
-
person Services



Symbolic Analytic
Services


Zero
-
sum Nationalism



Cosmopolitanism



Positive Economic
Nationalism

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

In person services

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

Symbolic
-
analytic services

These jobs require skills in
problem solving and problem
identification, e.g. engineers,
architects, managers, research
scientists, etc.

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.

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.


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

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.

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

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