INTERNATIONAL

HUMAN RESOURCE
MANAGEMENT
Module -2
Introduction:-
International growth strategies are

Equity-based expansions by corporations

to acquire ownership in foreign firms

that can be used to further the corporate goals.

These equity based strategies are also referred to as
Direct investments
Where the parent multinational corporation (MNC) acquires
sufficient equity
in an existing or
newly established foreign company,
TO incorporate the affiliate within the parent MNC's global
strategies
International growth can be accomplished by means of
New start-ups,
Expansion of existing affiliates,
Partial or complete acquisitions,
Mergers with other companies, or joint ventures.
4 Basic strategies of International Growth

Global Strategy-

R&D activities involved.

International Strategy-

Try to create value by Transferring valuable skills

and products to foreign markets where original
competitors lack those skills and products.

.
Transnational Strategy-High pressures for cost
reductions, High pressures for local Responsiveness.

Multidomestic Strategy-

Developed into decentralized federations in which

each national subsidiary functions in a largely
autonomous manner
Strategies for International Growth-

The shift from a domestic to global orientation affects the

HR function and the human resource management

consequences involved,

The way in which various internationalizing firms have

responded to the challenges of international growth has to

be appreciated
Geographical dispersion will involve more
encounters with national cultures and
languages,

And affecting the flow of the volume of

information.
 STRATEGIC PURPOSES

While the ultimate purpose for a corporate growth strategy

is long-term strength and performance,
the specific goals may vary depending on the Company,
• Industry,
• Customers and Suppliers,
• domestic market,
• and production technology.
Schuler et al.(1993) SAYS

[Link] at any level is important to strategy

implementation;

[Link] strategic components of MNC’S Have a

significant bearing on
• International management issues,

• Functions,

• Policies and practices.

[Link] of these characteristics of strategic IHRM can
help or hinder the MNC’s in their attempt to achieve
their goals and objectives,

[Link] are various factors that make the relationship

between MNC’s and strategic IHRM Complex,

thereby making the study of IHRM important…………

Exploiting global integration-The logic of global
integration

• Global Integration

 Global integration means centralized control over key

resources and operations that are strategic in value chain
Need for international expansion with
control over key resources

 Need to manage investment in R&D and reach

economies of scale in manufacturing
 Serving global customers
 Global branding
 World class standardization
 Tools of global integration
• Steps for developing global strategy
– Developing the core strategy - the basis of
sustainable competitive advantage.
– Unusually developed for the home country first.
– Internationalizing the core strategy- through
international expansion of activities and through
adaptation.
– Globalizing- the international strategy by integrating
the strategy across countries
 Planning systems
 Goal setting
 Accounting and budgetary systems
 IT
 Project committees
 Performance appraisals
 Five ways of exercising control
 Centralization or personal contact
• Formalized control through standardization work rules,
procedures, and processes
• Output control through performance contracting
• Normative control through socialization
• Informal control through mutual adjustments
• Implementing global integration
• Alignment
 Alignment of decision making to ensure that local decisions reflect a
 Global perspective,
 particularly through control exercised by expatriates
 Performance management
 The standardization
 Standardization of processes to achieve desired efficiencies and
uniform behaviour
 Socialization
 Expatriate with global orientation
 Differentiation:
• The driving concept behind HR is that we need to treat
people
• fairly and that this means treating them equally.
• Differentiated HR maintains the need to treat
• people fairly and draws a line of distinction between fair
and equal
• The more traditional view of HR needs to change if we are
to meet the expectations of business
• leaders and deliver on the promise of our people.
• The basic differences

– Physical distance

– Currency variation and exchange rate

differences
– Border-crossing regulations and documentation

– Transportation modes are intermodal

Country-specific
differences

– Transportation systems and intermediaries vary

– Reliability of carriers may be different

– Computation of freight rates may be different

– Packaging and labeling requirements differ

 Mastering expatriates:-

 There are countless opinions on how to be an effective leader,

 Here are five rules for mastering the fundamentals of leadership:

 Shape the future. Articulate where your company or division is

going and be sure everyone around you understands the direction.
 Make things happen. Once you know where you're headed,
focus on the how. Again, be sure all of your people know what it
takes to execute.
 Engage today's talent. Make the most of your people;
engage and inspire them to do their best.
 Build tomorrow's talent. Find and build the talent you
need for future success.
 Invest in yourself. You can never be a perfect leader;
find ways to continually build your skills and become
better.
Traditional Expatriate Model:-

[Link] of spouse to adjust

[Link]’s inability to adjust

[Link] family problem

[Link]’s personal or emotional maturity

[Link] to cope with larger overseas responsibility.

[Link] of technical competence

[Link] with new environment

 Beyond the traditional expatriate
model
 Changing demographics of expatriate population
 Expatriates were earlier selected from home country alone
 Expatriate population was homogeneous
 Expatriate assignments were temporary
 Objective of assignment was to control or transfer
knowledge
 Beyond the traditional expatriate model
 Woman expatriates
 Younger expatriates, TNCs
The limits of global integration

 Limits on ability to respond to local needs and

demands
 Increased demand for coordination
 Employee perceptions about expatriates
 Becoming locally responsive
Principle and Time perspective

• Know yourself: the cultural perspective

• Cultural values shape collective thought and behaviour

• Culture of mother company has an effect on international

strategy and in turn on
• HRM practices-Understanding self

• US-Universalistic

• Japan and Korea-particularistic

• Understanding diversity

• Know where you are: the institutional perspective

• Business behaviour in different countries lies in

interrelationships, between
• economic, educational, financial, political, and legal
systems
• Understanding diversity
• Know who you talk to:

• Net work perspective

• MNCs are not only influenced by their origin and norms in
the countries where
• they operate and they have to face the pressures of conform
to international peers or competitors
• Internationalization of networks
• Responding to diversity
• Becoming locally responsive: The roots of
responsiveness
• Communication and transport issues

• Trade barriers
•  Business advantages of responsiveness

• Adjustment to local tastes

• Wider appeal

• Can overcome liability of foreignness

• Competitiveness

• credibility
• Localization in people management

• HR is more sensitive to local context

• Cultural issues

• National regulations
Understanding diversity

• Cultural differences between parent company and local

subsidiary, the host environment,
• company‘s way of networking
• Responding to diversity
• Be guided by diversity
• Respect local diversity
• Entry mode
• Local adaptation-HR practices
• Capitalize on diversity

• Building cultural synergy-develop new solutions that

respect each culture
• Moving jobs to people

• The challenges of localization

 The challenges of
localization
• Finding and developing local talent
• Scarcity of talent
• Labour market access
• Retaining local talent
• • Expatriated are responsible for localization
• • Select the right person
• • Setting objectives
• Motivating localization

• Developing local staff

• HR marketing and recruitment

• Training and development

• Retention
 [Link]

Specific Challenges –
Localisation

• Nonverbal information needs to be taken into account when

translating (e.g., standardised icons)
• Improperly edited "Fuzzy Matches" can cause serious
problems:
– Figures (e.g., 0.02 / 0.002)

– Abbreviations (e.g., HIV / HCM)

– Measurement units (e.g., ml / µl; days / hours)

 [Link]

Specific Challenges – Review

Process
• Review:
– Often delays project
– Can sometimes introduce problems
• Reviewers:
– Mostly Marketing or Technical Support staff
– Often volunteering, without assigned time budget
for review
– Usually no experience with translation technology
and localisation workflows
– Tendency to focus on less important issues
 [Link]

Specific localisation Challenges –

Regulated Environments

• ISO 9000 / 13485 driven structures

• Formalised and sometimes inflexible processes (e.g.,

Purchasing) not at all tailored to (translation) services
• Demand for highly formal description of production (in
particular QA) processes (e.g., SOPs)
• Complex error / customer complaint handling procedures
IHRM and international alliances

• Alliance – cooperative strategy in which firms combine

resources and capabilities to create a
• competitive advantage

• Need for alliances?

• Tools of international growth
•  Cut cost of entry
•  Leveraging opportunities
•  Economies of scale
 Advantages:
◦ Facilitate entry into market.
◦ Share fixed costs.
◦ Bring together skills and assets that neither company has or can
develop.
◦ Establish industry technology standards.

 Disadvantage:
◦ Competitors get low cost route to technology and markets.
Types of alliance

• Functional-R&D, manufacturing, marketing and

distribution,
•  Number of partners

•  Contractual agreements

•  Strategic framework
 Planning and negotiating alliances

 HR‘s role in developing initial strategy

 Training and selection issues
 HR issues in alliance strategy plan
 Partner selection
 Desired competencies
 HR support form partner
 Assessment of HR skills ands reputation of partner
 Organizational culture
 HR issues during negotiation

 Staffing criteria

 Compensation and performance management

  Who will provide HR service support

  HR issues in alliance strategy plan

• HR activities

• Negotiation team selection

• Negotiation training

• Alliance management training

• Quality of HR support

• Recruitment target

• Training delivered

• Skill or knowledge transfer

• Implementing alliances
• Managing the interface with parent

• Align internal processes for collaboration

• Reward systems

• Reinforcement

• Human resource tasks in managing venture

 Implementing alliances.

 Staffing alliance
 Number and skill mix of employees
 Who does manpower planning
 Who will recruit
 Which positions from which partner
 Which positions for expatriates
 How to resolve staffing conflicts
 Supporting learning alliance
Supporting alliance learning

 HR planning: strategic intent not communicated, low

priority to learning
 activities, lack of HR involvement

 Staffing: poor staffing strategy, low quality of staff,

staffing dependence on Partner
 Training and development-lack of cross cultural
competence, poor transfer
 Appraisal and rewards: short term focus, no reward
for learning, not linked to global strategy
• The evolving role of alliances

• Cooperative role
• Economies of scale in tangible assets (e.g., plant and
equipment)
• Upstream-downstream division of labor among partners
• Fill out product line with components or end products
provided by supplier
• Limit investment risk when entering new markets or
uncertain technological fields via shared resources
• Create a ―critical mass‖ to learn and develop new
technologies to protect domestic,
• strategic industries
• Assist short-term corporate restructurings by
lowering exit barriers in mature or declining
industries
• Competitive role

• Opportunity to learn new intangible skills from

partner, often tacit or organization embedded
• Accelerate diffusion of industry standards and new
technologies to erect barriers to entry
• Deny technological and learning initiative to partner
via outsourcing and long-term supply arrangements
• Encircle existing competitors and preempt the rise of new
competitors with alliance
• partners in ―proxy wars‖ to control market access,
distribution, and access to new technologies
• Form clusters of learning among suppliers and related firms
to avoid or reduce foreign
• dependence for critical inputs and skills
 IHRM and International Joint
Ventures
• An international joint venture (IJV) occurs when two
businesses based in two or more
• countries form a partnership. A company that wants to
explore international trade
• without taking on the full responsibilities of cross-border
business transactions has the
• option of forming a joint venture with a foreign partner
Types of Joint Ventures:

Corporate joint-ventures / equity joint-venture: it

is a form of collaboration that sets up a
new entity or a new corporation. This new
element is under a high rigidity and
complexity due to the different legal implications
of each country.
 Non-corporate joint-ventures: it is a contractual
agreement that does not generate a new entity.
 All joint venture members assume the losses in an
agreed proportion and its obligations
 are limited to the obligations of the own joint
venture.
 Steps to constitute a Joint Venture

 The constitution of a joint venture comprises

 signing stakeholder's agreements about

 Strategic, organizational and financial aspects.

 All of those must be in accordance with

 the legal framework of the country where the business is

set up in (tax address)

 In addition,
 stakeholders draw up the articles of incorporation.
Here, the terms of agreements are capture in a formal
fashion. help of a
 legal advisor at this stage is needed. From now
onwards, the will take some responsibilities and will
have some rights.
 A Joint Venture facilitates:
 Get over commercial frontiers,
 building new market niches
 into different cultures.
 • Creating new product lines.
 • Improve quality.
• Isolate each stakeholder's book keeping.
• • Get access to new capital and foreign funding
opportunities.
• • Shorten production time.
• • Cost-cuts and minimize investment risks.
• • Higher specialization