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International Human Resource Management

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Introduction

University of Bradford School of Management MBA Intake 5 (H.K.) International Human Resource Management - Assignment Tutor : Dr. Raymond Stone Candidate : Mr. Chan Kim Hung, Raymond (student no. 02018602) Date of Submission : 27th September 2004 Question One From the perspective of a large multinational company with worldwide operations, assess the implications of differences in national culture for policy and practice in any TWO of the following aspects of human resource management: * Performance appraisal * Training and development * Rewards Content 1.0 Executive Summary ............................................................ P.3 2.0 Training and Development ....................................................... P.4 3.0 Performance appraisal ...................................................... P.6 4.0 Conclusion ......................................................................... P.11 Bibliography .............................................................................. P.12 Prepared by: _________________________ Chan Kim Hung, Raymond Word counts: 2,201 words (target words 1,500) Excluding: Content and Bibliography 1.0 Executive Summary The world of international HR management (IHRM) is changing. As companies shift operations abroad, IHRM is moving beyond expatriate programs. Today's IHR managers are charged with scaling and managing overseas HR operations. This shift has not only created new opportunities for IHRM professionals, but also for companies looking to staff operations abroad. Possibly one of the greatest challenges facing the IHRMs is the fact that they are now dealing with not an individual employee but a whole family and their needs as a family in the relocation process. ...read more.

Middle

While all this training in advance of the overseas relocation is important, cultural learning takes place during the assignment as well. After the overseas assignment has ended and the employee has returned, more training is required for the entire family. The employee also must adjust to organization changes, including the inevitable promotions, transfers, and resignations that have taken place during his or her absence. Teenager find reentry particularly difficult, as they are ignorant of the most recent jargon and the latest trends, but often are more sophisticated and mature than their local friends. The employee also must adjust to organizational changes, including the inevitable promotions, transfers and registrations that have taken place during his or her absence. Returnees are anxious to know where to fit in, or if they have been gone for so long that they no longer are on a career path. 2.2 Development In the current global business environment, the overseas assignment should be a vital component in the development of top-executives. It is not only to achieve the advantages for the individual in overseas assignment, but also an organization can gain the competitive advantages from their overseas employee. It is also a chance to provide the host counties employees to broaden their global perspective through a post in the parent-country headquarter, and may make it easier for the organization to recruit and retain better quality managers in the host country. ...read more.

Conclusion

The evaluation form presents other problems. If there is universal form for the entire corporation, an organization must determine how it will be translated accurately into the native language of each country. English forms may not be readily understood by local supervisors. For example, clerical and office jobs do not always have identical requirements in all cultures. As a result, some U.S. multinational may be hesitant about evaluating HCNs and TCNs. In some countries, notably those that support the Communist ideology, all workers are rewarded only when the group performs - with punishment or discipline being highly limited. For example, in the hotel industry in the People's Republic of China. Without the ability to reward good individual performance or to punish poor performance, there is little motivation to have any evaluation at all. Although the subject of international performance appraisal continues to receive research attention, two general recommendations have been suggested as follow: * Modify the normal performance criteria of the evaluation sheet for a particular position to fit the overseas position and site characteristics. Expatriates who have returned from a particular site or same country can provide useful input into revising criteria to reflect the possibilities and constraints of a given location. * Include a current expatriate's insights as part of evaluation. This means that non-standardized criteria, which are difficult to measure, will be included, perhaps in different basis for each country. This creates some administrative difficulties at headquarters, but in long run will be a more equitable system. ...read more.

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