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LS 222 (19)
Chapter 11

Chapter 11: Strategic International HR

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Department
Legal Studies
Course
LS 222
Professor
Jennifer Schulenberg
Semester
Winter

Description
Chapter 11:  Strategic International HRM Key Challenges Influencing HR Practices and Processes within an International Context • Workforce Diversity • Understanding all different religions, backgrounds, etc. and respecting them • Employment Legislation • Labour laws • The Role of the HR Function • Transactional HR (are people getting hired, paid, etc) • Transformational HR takes a lot more effort than Transactional HR • Many times, it’s forgotten that HR is important for organizations • Limited resources • Flexibility (the ability to respond to various demands from a dynamic competitive environment)  • A company being able to turn around because of the external environment Strategic International HR Planning • Strategic International HR planning typically involves projecting global competence supply, forecasting global competence  needs, and developing a blueprint to establish global competence pools within companies • Attracting and retaining managers who are competent to represent company in global arena  ­ rated as most critical goals of  international HRM • Leaders in organizations in any department is probably the most important roles • Lack of leadership is the weak link in organization Strategic IHRM fits with Corporate International Business Strategies • HR planning needs to fit with the overall business strategies of the firm • FIT: degree to which the needs, demands, goals, objectives, and/or structure of one component are consistent with the need,  demands, goals, objectives, and/or structure of another component • Overall corporate international strategies: type of product or service, and the organizational structure and culture • Important to consider local legal, political, economic, and cultural factors (external fit)  • Internal and external fits of IHRM are vital to the effective implementation of a corporate strategy Domestic Stage • The Domestic Strategy: internationalizing by exporting goods abroad as a means of seeking new markets • what the changes would be from an HR perspective • The firm is focusing on domestic markets and exporting their products without altering their products for foreign markets • Little demand on the HR department to conduct practices any differently than domestic HR practices • Export Manager may be assigned to control foreign sales • Management adopts an ethnocentric attitude as well as a short­term perspective  Multi­domestic Stage • Strategy that concentrates on the development of foreign markets by selling to foreign nationals • Management realizes “many good ways” to do business and cultural sensitivity is important to be successful  • Firms develop culturally appropriate products for local markets • Adaptive IHRM approach:  HRM syst
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