cchrm

1. SRI RAMAKRISHNA ENGINEERING COLLEGE
Educational Service : SNR Sons Charitable Trust]
[Autonomous Institution, Accredited by NAAC with ‘A’ Grade]
[Approved by AICTE and Permanently Affiliated to Anna University, Chennai]
[ISO 9001:2015 Certified and all eligible programmes Accredited by NBA
VATTAMALAIPALAYAM, N.G.G.O. COLONY POST, COIMBATORE – 641 022.
18BA1E30- CROSS CULTURAL HUMAN
RESOURCE MANAGEMENT
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2. COURSE OBJECTIVES
To familiarize the students with the concepts
and practices of global human resource
management.
To identify the global business organization’s
operational and managerial challenges in a
complex and evolving environment.
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3. COURSE OUTCOMES
 CO1: Recognize cross-cultural human resource
management issues in an international organization.
 CO2: Discover the importance of the HR factor in the
global strategy of international organizations.
 CO3: Identify the challenges and opportunities and
ethical behaviour in the global business context.
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4. MODULE:I
OVERVIEW OF INTERNATIONAL
BUSINESS AND HRM
Introduction – Globalization and Human Resource Management
– Developing International HR Strategies - Stages of
Internationalization of Business – Barriers to effective Global
HRM.
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5. GLOBALISATION AND HUMAN
RESOURCE MANAGEMENT
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6. DEFINITION
 International human resource management is the process of managing
people across international boundaries by multinational companies.
It involves the worldwide management of people, not just the
management of expatriates.

7. The Drivers of the Internationalization
of Business
Trade agreements
Search for new markets and reduced costs
Rapid and extensive global communication
Rapid development and transfer of new technology
Improving global education and a global talent pool
Increased travel and migration
Knowledge sharing.
E-commerce
Homogenization of culture and consumer demands

8. The Growth and Spread of
Internationalization
 International business continues to grow in terms of the
numbers and types of enterprises conducting business
across borders, the amount of foreign direct investment
(FDI), and the value of trade between countries.

9. Different Settings of International
Human Resource Management
 Headquarters of Multinationals:
This setting involves working as an HRM
professional in the central or regional headquarters of
the traditional MNE.

10.  Home-Country Subsidiaries of Foreign-Owned Firms:
The second setting for IHR involves the HR manager
working in his or her home country but being employed by
a local subsidiary of a foreign MNE.
This often involves working for a local firm that has been
acquired by a foreign firm, although it might also involve
working in a subsidiary established in the local area by a
foreign firm

11.  Domestic Firms:
The another important setting for IHRM is the purely
domestic (local) firm, such as a hospital, farm, dry cleaners
or laundry, ski or beachside resort, road or building
construction contractor, or restaurant (or the purely
domestic operation of an MNE, such as a local fast food or
real estate franchise or a local petrol station).

12.  Government Agencies and Non-Governmental
Organizations:
The government agencies such as the foreign ministries
of countries and their embassies and the hundreds of non-
governmental organizations (NGOs) that send hundreds of
people from their parent countries to their overseas
operations and often also employ many local and third
country people to staff their activities around the globe, such
as religious organizations etc.

13. The Development of International
Human Resource Management
 Does the firm have the necessary globally experienced
executives and employees to successfully implement a
global strategy? What needs to be done to train or recruit
such staff?
 Which countries make the most sense for locating
international operations, at least one aspect of which is
determining where will the firm be most likely able to
recruit and hire the kinds of employees it will need at a
competitive wage?

14. The Development of International
Human Resource Management
 How many employees will need to be relocated to
international locations to start up new operations and how
many will be needed to run them (and does the firm have
those people or know-how to find or train them—or will
the necessary people be sourced locally in the host
country)

15. The Development of International
Human Resource Management
 What will be required to find and recruit the
necessary talent to make the new international
operations successful?
 Will the firm want its IHRM policies and practices
to be uniform across all of its locations
(standardization and global integration) or will they
be tailored to each location (adaptation or
localization)?

16. Evolution of the International Human
Resource Management Professional
 Strategic HR Management;
 Global Talent Acquisition and Mobility;
 Global Compensation and Benefits;
 Organizational Effectiveness and Talent Development;
 Workforce Relations and Risk Management;
 Core Knowledge of IHRM.

17.  What forces have been driving the increased
internationalization of business?
 What are the various situations in which an HR
manager might be involved with various aspects of
internationalization?
 What are the major differences between domestic and
IHR?

18. Organizational and IHRM change

19. Stages of Internationalization of Business

20.  STAGE 1:- DOMESTIC OPERATIONS The firm’s market is exclusively domestic. Most
international companies have their origin as domestic companies. These companies focus on
domestic operations only. Example: Patanjali have currently its major operations in India only.
 STAGE 2:- INTERNATIONAL COMPANY:An international business company or international
business corporation (IBC) is an offshore company formed under the laws of some jurisdictions as
a tax neutral company which is usually limited in terms of the activities it may conduct in, but not
necessarily from, the jurisdiction in which it is incorporated.
 STAGE 3:- MULTINATIONAL OPERATIONS The firm becomes the fully fledged
multinational co.[MNC] with the assembly of production facilities in several countries & regions
of the world. Some decentralization of decision making is common but many personnel decisions
are still made at corporate level in headquarters. Example: Mc Donalds is a MNC operating
worldwide.
 STAGE 4:- GLOBAL COMPANY :Global business generally refers to international trade. A
company which is doing business all over the world, that business are called global enterprises.
 STAGE 5:- TRANSNATIONAL OPERATIONS In this the firms that reach this particular stage
are often called transnational companies because they achieve both global efficiency and local
responsiveness. They use global market and resources for their functioning. Example: Coca-
Cola, Nestle

21. MODULE:II FUNCTIONS OF CROSS
CULTURAL HRM
 Distinctive Global HR Functions – Manpower Planning – Recruitment and
Selection – Incentives & Compensation Package – Motivational Techniques –
Performance Appraisal – Employee Empowerment.

22. MODULE:III GLOBAL HRM –
CHALLENGES AND OPPORTUNITIES
 HR Challenges & Opportunities – Domestic & MNC Perspectives – Linkages
among Countries – Individual and Company Concerns – Multi Cultural
Orientation to Employees – Ethical and Socially Responsible Behavior – Careers
in International Business.