Chapter 1The Year of Rooster, 4702 Happy New Year!Slide 3Chapter ObjectivesThree Approaches to IHRMSlide 6The General Field of HRWhat does IHRM add into the Traditional Framework of HRM?Slide 9What is an expatriate?Slide 11Differences between Domestic HRM and IHRMSlide 13The “Top Ten” MultinationalsForces for ChangeImpacts on Multinational ManagementManagerial ResponsesSlide 18Chapter Summary (cont.)Slide 20IBUS 618 Dr. Yang 1Chapter 1Introduction:The Enduring Context of IHRMIBUS 618 Dr. Yang 2The Year of Rooster, 4702 Happy New Year!01/31/1957 to 02/17/1958 (Fire) 02/17/1969 to 02/05/1970 (Earth)02/05/1981 to 01/24/1982 (Metal) 01/23/1993 to 02/09/1994 (Water) 02/09/2005 to 01/28/2006 (Wood) 01/28/2017 to 02/15/2018 (Fire)IBUS 618 Dr. Yang 3IBUS 618 Dr. Yang 4Chapter ObjectivesIn this introductory chapter, we establish the scope of the textbook:Define key terms in IHRMOutline the differences between domestic HRM and IHRMIdentify the variables that moderate these differences And discuss trends and challenges in the global work environment and the enduring context in which IHRM functions and activities are conducted, including the way in which forces for change affect the operations of the internationalizing firm and have consequences for the management of people in the multinational context.IBUS 618 Dr. Yang 5Three Approaches to IHRMCross-cultural managementExamine human behavior within organizations from an international perspectiveComparative HRM and Industrial RelationsSeeks to describe, compare and analyze HRM systems and IR in different countriesHRM in multinational firmsExplore how HRM is practiced in multinationalsIBUS 618 Dr. Yang 6Interrelationships between Approaches to the FieldIBUS 618 Dr. Yang 7The General Field of HRMajor Functions and ActivitiesHuman resource planningStaffingRecruitmentSelectionPlacementPerformance managementTraining and developmentCompensation (remuneration) and benefitsIndustrial relationsIBUS 618 Dr. Yang 8What does IHRM add into the Traditional Framework of HRM?Types of employeesWithin and cross-cultural workforce diversityCoordinationCommunicationHuman resource activitiesProcurementAllocationUtilization of human resourcesNation/country categories where firms expand and operateHost countryParent countryThird countryIBUS 618 Dr. Yang 9A Model of IHRMIBUS 618 Dr. Yang 10What is an expatriate?An employee who is working and temporarily residing in a foreign countrySome firms prefer to use the term “international assignees”Expatriates are PCNs from the parent country operations, TCNs transferred to either HQ or another subsidiary, and HCNs transferred into the parent countryGlobal flow of HRIBUS 618 Dr. Yang 11International Assignments Create Expatriates:IBUS 618 Dr. Yang 12Differences between Domestic HRM and IHRMMore HR activitiesThe need for a broader perspectiveMore involvement in employees’ personal livesChanges in emphasis as the workforce mix of expatriates and locals variesRisk exposureBroader external influencesIBUS 618 Dr. Yang 13Variables that Moderate Differences between Domestic HR and IHRMIBUS 618 Dr. Yang 14The “Top Ten” Multinationals1. Rio Tinto (UK/Australia)2. Thomson Corporation (Canada)3. ABB (Switzerland)4. Nestlé (Switzerland)5. British American Tobacco (UK)6. Electrolux (Sweden)7. Interbrew (Belgium)8. Anglo American (UK)9. AstraZeneca (UK)10. Philips Electronics (The Netherlands)Source: UNCTAD Index of TransnationalityIBUS 618 Dr. Yang 15Forces for ChangeGlobal competitionGrowth in mergers, acquisitions and alliancesOrganization restructuringAdvances in technology and telecommunicationIBUS 618 Dr. Yang 16Impacts on Multinational ManagementNeed for flexibilityLocal responsivenessKnowledge sharingTransfer of competenceIBUS 618 Dr. Yang 17Managerial ResponsesDeveloping a global “mindset”More weighting on informal control mechanismsFostering horizontal communicationUsing cross-border and virtual teamsUsing international assignmentsIBUS 618 Dr. Yang 18Factors that Influence the Global Work EnvironmentIBUS 618 Dr. Yang 19Chapter Summary (cont.)We have established the scope of the textbook:Defined IHRM and the term “expatriate”.Discussed major differences between domestic HRM and IHRM – looking at six factors: More HR activitiesNeed for a broader perspectiveMore involvement in employees’ personal livesChanges in emphasis as the workforce mix of expatriates and locals varies, Risk exposure and More external influencesIBUS 618 Dr. Yang 20Chapter Summary (cont.)Examined the enduring context of IHRM. The focus is on the current global work environment, looking at forces for change, requirement for MNE and managerial responses that have implications for the way in which people are being managed in multinationals at the turn of the 21st century. This treatment has enabled us to provide an overview of the field of IHRM and to establish how the general environment affects IHRM. The next chapter examines the organizational context where we explore how IHRM activities are determined by, and influence various internal changes as the firm internationalizes.This treatment has enabled us to provide an overview of the field of IHRM and to establish how the general environment affects IHRM. The next chapter examines the organizational context where we explore how IHRM activities are determined by, and influence various internal changes as the firm