Course code and title: HRM 2212 International Human Course code and title: HRM 2212 International Human Resource Management Course status: Major optional Credit points: 2 Level and Semester: Level II, VIII, 2011 Course facilitator: Dr. Arosha S. Adikaram

Evaluation Class participation 10% Individual assignment 30% End of semester examination 60%

Tentative session plan Topic/Activity 1 Introduction to IHRM and the course 2 HR policies in MNCs, Cultural frameworks, culture shock 3 Expatriates, inpatriate management 4 Guest lecture 1 By Dr. Sankalpa Gamwarige, Director embedded systems, Zone24X7 (Pvt.) Ltd, 5 Perceptions, interpretation, and attitudes across cultures 6 Communication, conflict and negotiation across cultures 7 Selection and development of International employees 8 Guest lecture 9 Performance appraisal and compensation across cultures 10 Leading and motivating in an international context 11 Guest lecture 2 12 Laws and politics across countries 13 Group presentations 14 15 Ethics and social responsibility and course evaluation

Individual Assignment Select a company which is doing business internationally Find out the type of the company and how it IHRM is carried out in the company by looking into following aspects - Selection and development of International employees - Perceptions, interpretation, and attitudes across cultures - Leading and motivating in an international context Write a report (not exceeding 10 pages, 12 font, times new roman, 1 ½ line spacing) Group presentation (not exceeding 20 minutes)

International Human Resource Management Introduction to IHRM HRM 2212 International Human Resource Management Dr. Arosha S. Adikaram

What is IHRM? The process of procuring, allocating and effectively utilising human resources in an international business © Dr. Pavithra Kailasapathy

Types of organisations Global Transnational high Global efficiency International Multinational low low high Local responsiveness © Dr. Pavithra Kailasapathy

International organisation Uses existing capabilities to expand into foreign markets Procter & Gamble Honda General Electrics © Dr. Pavithra Kailasapathy

Global organisation Views the world as a single market Operations are controlled centrally from the corporate office E.g., Matsushita, NEC © Dr. Pavithra Kailasapathy

Transnational organisation Specialised facilities permit local responsiveness Complex coordination mechanisms provide global integration E.g., Shell Unilever © Dr. Pavithra Kailasapathy

Multinational organisation Several subsidiaries operating as stand-alone business units in multiple countries An enterprise that has an interlocking network of subsidiaries in several countries A company which views the world as its theatre of operations A company, which therefore, allocates financial, material, technical and managerial resources around the world E.g., © Dr. Pavithra Kailasapathy

Differences between HRM and IHRM Done at national level Done at international level concerned with managing employees belonging to one nation concerned with managing employees belonging to many nations (Home country, host country and third country employees concerned with managing limited number of HRM activities at national level concerned with managing additional activities such as expatriate management less complicated due to less influence from the external environment very complicated as it is affected heavily by external factors such as cultural distance and institutional factors.

Differences between HRM and IHRM Constantly changing environment Requires involvement in employee’s personal lives Higher risk Longer “office” hours © Dr. Pavithra Kailasapathy

What are the issues in IHRM? Cultural impact Recruitment & selection Motivation/reward Training & development Leadership styles Living conditions, political environment Labour laws, regulations, tax laws © Dr. Pavithra Kailasapathy