Summary

Samenvatting International Human Resource Management: Policies and Practices for Multinational Enterprises, ISBN: 9780415710534 Human Resource Management

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Module
Human Resource Management

Institution
Hanzehogeschool Groningen (Hanze)

Book
International Human Resource Management

ISBN: 9780415710534 Human Resource Management Chapters 1 to 3, 8 to 11 & 15

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Which chapters are summarized? Hoofdstuk 1 t/m 3, 8 t/m 11 & 15
Uploaded on May 3, 2022
Number of pages 17
Written in 2019/2020
Type Summary

four settings of ihrm
strategic management
integration
local responsiveness
ethnoce
international hrm vs domestic hrm
strategic management process
the internationalization processes
auxiliary methods of internationalization
polycentrism or regio centrism

Book Title:International Human Resource Management

Author(s):Ibraiz Tarique, Dennis R. Briscoe

Edition:september 2015
ISBN:9780415710534
Edition:1

Institution
Hanzehogeschool Groningen (Hanze)
Education
International Business and Management Studies
Module
Human Resource Management

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Chapter 1

International Human Resource Management
§ The study and application of all human resource management activities as they impact
the process of managing human resources in enterprises in the global market

Drivers of internationalization of business
1. Decreased trade barriers through trade agreements and treaties
2. Search for new markets and decreased costs
3. Rapid and extensive global communication
4. Rapid development and transfer of new technology including improved transportation
5. Increased travel and migration, exposure to new countries and cultures
6. Knowledge sharing across borders/cultures
7. E-commerce
8. Homogenization of culture and consumer demands
9. Global internet and social media, television, music, movies, sports, publications, news
10. Competitiveness of emerging market MNE’s and SME’s

Globalization
§ The integration of markets, nation-states, and technologies to a degree never witnessed
before – in a way that enabling individuals, corporations, and nation-states to reach
around the world farther, faster, deeper, and cheaper than ever before and in a way
that is enabling the world to reach into individuals, corporations, nation-states farther,
faster, deeper, and cheaper

UNCTAD = the United Nations Conference on Trade and Development
TNC = transnational corporations

TNI (Transnational Index)
§ Based on average percentage of its foreign assets, foreign sales, and foreign
employment to its total assets
§ Identifies the relative importance of foreign business activity to the world’s largest firms

Four settings of IHRM
1. Headquarters of multinationals
2. Home country subsidiaries of foreign owned firms
3. Domestic firms
4. Government agencies and non-governmental organizations

International HRM vs. Domestic HRM
- IHRM is responsible for more HR functions
- IHRM is responsible for a broader expertise and perspective
- IHRM is responsible for greater involvement in people’s lives
- IHRM is responsible for dealing with/and managing wider mix of employees

, - IHRM is responsible for more external factors and influences
- IHRM is responsible for a greater level of risk

Chapter 2 & 3

SIHRM = Strategic International Human Resource Management
§ Is the part of IHRM that focuses on creating and implementing IHRM policies and
practices that help achieve an MNE’s international vision and objectives

Strategic Management
§ The approaches that managers employ in running a company and that are derived from
the firm’s vision and objectives

Basic elements of the strategic management process:

Organizational vision, mission, goals
Environmental scanning
Global strategy formulation
Global strategy implementation
Evaluation and control

§ In an ideal word, an international firm will be actively engaged in strategic planning and
strategic management process on a global basis. Based on the vision, mission and goals,
the organization will regularly perform an environmental analysis and from that develop
its global strategies, which are then implemented for global success. Finally, evaluation
of success of implementation of chosen strategy to make any change and re-evaluate
the strategy

IHRM helps and MNE to improve its overall performance:
- Global competitiveness
- Efficiency
- Local responsiveness and global strength
- Flexibility
- Organizational and transfer of learning

, The internationalization processes

Stage 1 Portfolio investment and exporting

Stage 2 Sales subsidiary/local sales office

Stage 3 Operations through:
• Licensing
• Franchising
• Contracting/subcontracting

Stage 4 Operations through wholly owned subsidiaries

Stage 5 Operations through:
• International Joint Venture
• International mergers and acquisitions
• International alliances, partnerships,
consortia

Auxiliary methods of internationalization
- Outsourcing
- Offshoring

Integration Global Transnational
International Multi-domestic
Local responsiveness

Integration Local responsiveness
- Economies of scale - Adaption to local needs, competition and culture
- Improved quality - Compliance with regulations
- Standardization - Attracting local employees/networks

Ethnocentrism
§ In this orientation managers use a home-country standard as a reference in managing
international activities

Polycentrism or Regio-centrism
§ Here, as international investment and involvement increase, host-country cultures and
practices assume increased salience

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Samenvatting International Human Resource Management: Policies and Practices for Multinational Enterprises, ISBN: 9780415710534 Human Resource Management

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