CANADIAN HUMAN RESOURCE MANAGEMENT
Chapter 14
© 2019 McGraw-Hill Ryerson Education Limited Schwind 12th Edition 13-1
CANADIAN HUMAN RESOURCE MANAGEMENT
International Human Resource Management (IHRM)
• Procuring, allocating, and effectively utilizing
human resources in a multinational corporation
• Planning, organizing, directing and controlling of
the procurement, development, compensation,
integration and maintenance of people for the
purpose of contributing to goals
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CANADIAN HUMAN RESOURCE MANAGEMENT
Development of managerial skills, organizational knowledge and technical abilities of
HR managers and employees
Development of employees to better handle of global business operations
Manage and secure the performance, compensation and career path of employees
Manage and organize cross cultural counselling and language training programs
Develop more feasible understanding of work practices at global levels
Raise and develop better and new performance management of human resources
Provide more opportunities within global HR scenario
Develop better and competitive HR strategies in global competitive scenario
Reduce the cultural differences as amicable for cultural environment
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CANADIAN HUMAN RESOURCE MANAGEMENT
Selection – Expatriates - Process is rigorous and invariably
include criteria such as:
1. General and Technical Criteria: Technical skills,
management talent, maturity, emotional stability
2. Language Skills
3. Cross-Cultural Suitability: Ability to adapt to change
4. Interpersonal skills and extra-cultural openness
5. Motivation for a Foreign Assignment:
6. Family Situation
Screening by a professional psychologist or psychiatrist
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CANADIAN HUMAN RESOURCE MANAGEMENT
American - Business-school students summer jobs in which
they work outside the United States for up to 10 weeks.
Johnson & Johnson / Colgate-Palmolive selects recent
graduates each year and then offers up to 24 months of
training prior to multiple overseas job stints.
In Japan, for example, expatriates are selected a year or
more prior to their posting so that they and their families
receive extensive cultural and language training.
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CANADIAN HUMAN RESOURCE MANAGEMENT
Compensation Expatriates in International Assignments
Performance Management in International Assignments
Training & Development in International HRM
Orientation: Pre-Arrival / Post-Arrival Orientation
Career Development
Repatriation
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CANADIAN HUMAN RESOURCE MANAGEMENT
MNCs - Approach to International HRM
Ethnocentric Approach:
• Transfer HR practices and policies used in the home
country to subsidiaries in foreign locations.
• Expatriates from the MNCs home country manage
the foreign subsidiaries
• MNCs headquarters maintain tight control over the
subsidiaries policies
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CANADIAN HUMAN RESOURCE MANAGEMENT
Polycentric Approach:
• Subsidiaries are independent from headquarters
• HR policies are aligned to each foreign location
• Local managers in the foreign sites are hired to
manage HRM activities
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CANADIAN HUMAN RESOURCE MANAGEMENT
Region-Centric Approach:
• Regional grouping of subsidiaries
• HR policies are coordinated within the region to as
much an extent as possible
• Staffed by manager from any of the countries within
the region
• Coordination and communication within the region
are high but limited between the region and the
MNCs headquarters
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CANADIAN HUMAN RESOURCE MANAGEMENT
Geocentric Approach:
• HR policies are developed to meet the goals of the global
network of home country locations and foreign
subsidiaries
• Policies are applied across all subsidiaries, as well as
policies adapted to the needs of individual locations to
maximize global results
• Single international business entity rather than a
collection of individual home country and foreign
business units
• Managed by individuals who are most appropriate for the
job regardless of their nationally
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