Read the summary and the most important questions on International Human Resource Management Managing People in a Multinational Context | 9781844805426 | Peter J. Dowling; Marion Festing; Allen D. Engle

• 1 introduction

• what are the three broad approaches of international HRM?

  cross-cultural management :  examine human behaviour within organizations from an international perspecitive
  
  comparative HR and IR systems: compares industrial relations and HRM literature
  
  IHRM in the multinational context: focus on aspacts of HRM in multinationals

• what is HRM and what activities does it include?

  the activities undertaken by an organization to effectively utilize its human resources
  
  

  • human resource planning
  • staffing
  • performance management
  • training and development
  • compensation and benefits
  • industrial relations

• what are Morgan's three dimension for explaining IHRM

  1. the HR activities of procurement, allocation and utilization (or the six)
  2. country of operation

  
  - host-country where a subsidiary is located
  - the parent country where the headquater is located
  -"other" countries that may be the source of labor, finance and other imputs
  3. type employee
  -host-country nationals (HCN)
  -parent-country nationals (PCN)
  -third-country nationals (TCN)

• what differentiates domestic HRM from IHRM according to Dowling?

  1. more HRM activities
  2. the need for broader perspective
  3. more involvement in employee's personal lives
  4. changes in emphasis as the workforce is a mix of expatriates and locals
  5. risk exposure
  6. broader external influences

• name examples of more international HR activities

  • international taxation
  • international relocation and orientation
  • administrative services for expatriates
  • host-government relations
  • language translation services

• what includes international relocation and orientation?

  • arranging pre-departure training
  • providing immigration and travel details
  • providing housing, medical care, recreation and schooling
  • finalizing compensation details

• what are four other factors that moderate differences between domestic and IHRM next to complexity?

  • cultural environment
  • industry
  • reliance on its home-country domestic market?
  • attitudes of senior management

• 2 the cultural context of IHRM

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• name examples how cultural contexts effect HRM practises

  recruitment and sellection
  

  • societies low on collectivism, individual achievements are important
  • societies high in collectivism, team-related skills are important

  
  
  training and development
  

  • societies high on gender egalitarianism, women have the same chances for career as men
  • societies low on gender egalitarianism, female managers are are

  
  
  compensation
  

  • societies high on uncertainty avoidance, employees don't like to take risks and prefer fixed compensation packages
  • societies low on uncertainty avoidance, employees are risk-taking and accapt performance based pay

  
  
  task distribution
  

  • societies high on collectivism prefer group work
  • societies high on individualism rather have own respnsibilities

• cultural dimension by Hall

  high vs low context
  
  spatial orientaion - distance
  
  monochrome vs polychrome
  
  information speed

• 4 IHRM in cross border mergers, acquisitions, international alliances and SME

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• what are equity and non-equity modes?

  equity
  

  • subsidiaries
  • joint ventures
  • mergers and aquisitions

  
  non-equity modes
  

  • franchising
  • licensing
  • management contracts