Prepared By Hanady Ali Osman Block 2 Section 4 Developing the Employees Relationship with the Organization Prepared By Hanady Ali Osman

Agenda Motivation of staff Training and development 4 different types of employees Motivation of staff Training and development Why companies may not to invest in training Internationalization – HRM Central issues, 4 options TMA 02 Discussion Announcements Hanady A. Osman

Definition of Career (Pg. 45 Binder) Career is the individually perceived sequence of attitudes and behaviors associated with work-related experiences of activities over the span of the person’s life. Hanady A. Osman

Now there are less opportunities for: Promotion Social Advancement High Status Fewer permanent contracts for employees More part-timers More fixed term contracts Hanady A. Osman

The Old Contract Deal (Pg. 97 Pinnington) You offered Loyalty– not leaving Conformity– doing what you were asked Commitment – going the extra mile Trust – they’ll keep their promises Organization offered Security of employment Promotion Prospects Training & development Care in trouble Hanady A. Osman

The New Contract Deal (Pg. 98 Pinnington) You offer Long hours Added responsibility Broader Skills Tolerance of change and ambiguity Organization offers High pay Reward for performance A job Hanady A. Osman

4 different types of employees (Pg. 46 Binder) The Climber The Expert The Influencer The Self-Realizer Hanady A. Osman

4 different types of employees (Pg. 46 Binder) The Climber: Sees success chiefly in terms of status and pay, especially the level of seniority they achieve in their organization. The Expert: Defines success primarily in terms of getting recognition, respect and acknowledgement for being good at their job. Hanady A. Osman

4 different types of employees (Pg. 46 Binder) The Influencer: Sees success in terms of the impact they have at work and the extent to which they are able to influence what happens there. The Self-Realizer Defines success as personal achievement and self-fulfillment on their own terms. Hanady A. Osman

Motivation of staff (Pg. 46-47 Binder) Why is it important to know the 4 different types of employees? Hanady A. Osman

Motivation of staff (Pg. 46-47 Binder) Organizations need to know who is what in order to properly motivate and secure the commitment of their staff. Hanady A. Osman

Motivation of staff (Pg. 46-47 Binder) How can an employer motivate: Expert? Influencer? Climber? Self-realizer? Hanady A. Osman

Training & development (Pg. 49 Binder) Purpose of training & development is to: assess and develop skills deficiencies act as a catalyst for change give the org a competitive advantage encourage a learning climate Hanady A. Osman

Training & development (Pg. 49/50 Binder) Kinds of training: On-the-job Off-the-job Mentoring Coaching Lateral moves/secondments Hanady A. Osman

Kinds of training (Pg. 50 Binder) On-the-job This is generally provided by the line manager and is therefore dependant on their being willingness and appropriately skilled to do so. Off-the-job This type of training can range from brief in- house courses to extended learning away from the org, such as secondment to study full time for an MBA. Hanady A. Osman

Kinds of training (Pg. 50 Binder) Mentoring This type is used for developing new recruits or those identified as having the potential to become senior manager is paired with an experienced colleague, not their line manager, from whom they gain advice and help about their work and their careers. Hanady A. Osman

Kinds of training (Pg. 50 Binder) Coaching This is aimed at improving the performance of more senior managers, often through the use of external consultants. Lateral moves/secondments Managers can learn by taking up different kinds of roles at the same grade within the organization. This can either by on a long-term or a short-term basis (a secondement) Hanady A. Osman

Lack of necessary training skills Why might some companies choose not to invest in training (Pg. 50/52 Binder) Cost of providing it Time it entails Lack of necessary training skills Difficulty in matching between training and development and business performance National social, economic and political climate Hanady A. Osman

Internationalization – Growth of MNCs (Pg. 247 Pinnington) The growth of MNCs: Outward stock of investment by MNCs (Millions of US dollars) 1995 1988 1980 1973 1967 2,730 1,141 551 211 112 Hanady A. Osman

Internationalization – Growth of MNCs (Pg. 247 Pinnington) Implications for HRM due to MNC’s growth; Employment practices diffused across borders MNC’s must have international, rather than national, HRM strategies if their businesses to succeed. Have to make decisions on whether to ‘export’ their HRM policies, or ‘incorporate’ those which already exist in their host country Hanady A. Osman

Internationalization Central issues (Pg. 54 Binder) Four options for approaches: Ethnocentric Polycentric Geocentric Regiocentric Hanady A. Osman

Internationalization Central issues (Pg. 54 Binder) Ethnocentric This approach means that all key positions at headquarters and subsidiaries are filled by parent country nationals. Polycentric This approach means that the host country nationals are recruited to manage subsidiaries in their own country and parent country nationals occupy key positions in corporate headquarters. Hanady A. Osman

Internationalization Central issues (Pg. 54 Binder) Geocentric This approach means that the best people are sought for key jobs, regardless of their nationality. Regiocentric This approach means that people’s careers are limited to a particular geographical region. Within this region, the best people are sought for key jobs, regardless of their nationality. Hanady A. Osman

Internationalization Central issues (Pg. 54 Binder) Imagine that Microsoft company sought to open up a huge manufacturing facility or branch in Kuwait and seeks to employ 2,000 people. whose careers should be given prominence and who should occupy senior positions throughout the host organization? Kuwaitis? Americans? What are some of the pros/cons of each option the company can apply. Hanady A. Osman

Trend of moving away from ethnocentric (Pg. 54 Binder) Organizations need to adopt localization because; No need for large number of expatriates Locals are more sensitive to local cultures and local market needs Image of long-term commitment to host country operations Sometimes the unavailability of competent parent expatriate managers with international experience Expatriates are really expensive (Package almost 3 times as much as home salaries) Expatriate approach seen as failure i.e. family find difficulty to adapt Hanady A. Osman

TMA02 is due next week (The week starting 19th Many). Announcements TMA02 is due next week (The week starting 19th Many). Hanady A. Osman