Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Introduction
MODULE OUTCOMES
To be able to
Diagnose Complex Management and Organisational problems relating to the management of people across different cultures Generate & Evaluate alternative courses of action to address such problems Produce and justify action plans for International HRM
LEARNING OUTCOMES
Significance and origin of HRM Functions and basic concepts of HRM Definitions and theories of HRM, Key terms Organisational Culture and how it evolves Culture Specific nature of HRM and Culture Frameworks Contextual factors affecting HRM
Change Management
CIPD Key issues in managing Globalisation
Measures can be Quantitative (costs, turnover, absenteeism, grievances, service levels, etc) Or Qualitative (employee satisfaction, managing change, organisational culture)
PERSONNEL MANAGEMENT
Tyson & Fell (1986) Personnel Management has its roots in Four Traditions
The Welfare Tradition The Industrial Relations Tradition The control of labour Tradition The professional Tradition
HRM FUNCTIONS
Activity: List the roles and responsibilities of the HR Function in an organisation
HR FUNCTION
Organisational Structure and Design
Recruitment
Selection Retention Exit management
Organisational Development Job role design / definition Working pattern flexi time
Performance Management
Reward Management
Objective setting
HR FUNCTION
Human Resource Development
Employee Relations
Services
DEVELOPMENT OF HR DISCIPLINE
F.W. Taylor (1911) The Principles of Scientific Management
Hawthorne Studies at Western Electric Company Plant in Chicago (1920s) led to An appreciation of the fundamental importance of the workers attitude to the job in determining performance
Human Resource Management involves all Management decisions and actions that effect the relationship between the organisation and employees - its employees (Beer et al., 1984) Perhaps it is best to regard HRM as simply a notion of how people can best be managed in the interests of the organisation (Armstrong, 1994) HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic development of a highly committed and capable workforce , using an integrated array of cultural, structural and personnel techniques (Storey, 2001)
CONVERGENCE VS DIVERGENCE
Attempt to Harmonise Global sharing of technical knowhow Standardisation of jobs and evaluation techniques Best Practice Approach
Structural
Ideological Economical
STAKEHOLDERS
Groups of people or organisations that are directly affected by the actions of a firm
ORGANISATIONAL CULTURE
NATIONAL CULTURE
Hofstede (1980) Collective Programming of the mind based on a broad tendency to prefer certain states of affairs over others Tayeb (1988) Historically evolved values, attitudes and meanings which are learned and shared by the members of a given community, and which influence their material and non material way of life
Culture is one of the less tangible features of an organisation and carried in the minds of organisational members. While it is hard to define, it consists of a deeply ingrained set of values.
It can be thought of as a layered phenomenon 1)basic assumptions at its core 2)values arising out of the basic assumptions 3) visible expression (mostly difficult to interpret)
Organisational Culture usually contains elements of the culture of the country in which an organisation is located
CULTURAL FRAMEWORKS
The Hofstede Model (1984,1991) - Power Distance - Uncertainty Avoidance - Individualism - Masculinity The Trompenaars Model (1997) 7 Key Dimensions
SOFT ASPECTS
Management style: Participative Consultative Paternalistic Autocratic Authority Structure: Decentralised Centralised Organisational Structure: Hierarchical Network
Leadership Style: Task Oriented Employee Oriented Employee Relations With Company: Emotional Contractual
CONTEXTUAL FACTORS
Institutions
Institutions
Labour laws Trade Unions Labour Market
Industrial Sector
Regulations & Standards Labour or skill requirements
National Culture
Norms of Behaviours Socialisation Process Influence of Pressure Groups
Contingent variables
Age, Life Cycle stage, Different stakeholders interest
PSYCHOLOGICAL CONTRACT
Schein (1980) defines Psychological contract as an unwritten set of expectations operating at all times between every member of an organisation and various others in that organisation.
Psychological contract has been defined by D.Guest (2001)as a reciprocal but unarticulated set of expectations between employers and employees.
The contract is implicit and dynamic.
CHARACTERISTICS OF IHRM
Torrington (1994) believes that International Personnel Management is best defined by reference to the following 7 Cs Cosmopolitan Culture Compensation Communication Consultancy Competence Coordination
Unfreeze
Change
Refreeze
Institute of Personnel Management and Institute of Training and Development merged to become Institute of Personnel and Development (1994) 01 July 2000 - Chartered Institute of Personnel and Development
CIPD PODCAST
Research into the future of HR in Europe conducted by the Boston Consulting Group in association with the CIPD and the European Association for Personnel Management, has highlighted globalisation and its consequences as a priority for the HR profession.
CIPD PODCAST
Three priorities emerged around the issue of globalisation
A.
Challenges of managing international teams Creating a strong enough corporate culture to cross national boundaries
B.
C.
RECAP
Significance and origin of HRM Definitions and theories of HRM, Key terms Organisational Culture and how it evolves
CASE STUDY