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International market entry modes
Entry methods for international markets advantage
Entry methods for international markets advantage
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Expatriates
The major different between traditional human resource management and international human resource management (IHRM) is that some of the staff are moved across countries internationally. These employees that moved across national boundaries are known as expatriates (Dowling & Welch, 2005). Expatriates can either work for the organization already in their home country or can be recruited externally. Their assignments that assigned by organization can vary in length and purpose. The period length of assignments that need them to relocate to other countries also varying from short visits of days or weeks to longer terms of months or years.
The cost of using expatriates is high; hence organization selected and developed an expatriate carefully. Furthermore, organizations also provide an effective pre-departure training that essential to support the expatriates to adapt to a new culture and new job title. However, expatriates struggle to survive with the demands of an overseas assignment in with different culture, new business relationships, and ethical standards that can vary from the home country (Delios, Beamish, & Lu, 2010).
The selection of the correct expatriates essentially important as the process of selection is expensive. The selection can be done internally, externally or both. For management level position, organization usually select by internally. To select internally, the process of selection can be open to all employees in the organization or from selected best employees. In contrast, selection externally can be outsourcing to provide more objectivity.
The selection of employees as expatriates can be performs in various methods. Employees or candidates of expatriates can be interviewed either by formal in...
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...se of MNCs in Poland. Management, Knowledge and Learning International Conference 2013, 1147–1155.
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While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the following:
Wood, E (2010, December). Enhancing Performance by Reducing Uncertainty in Expatriate Assignments. Retrieved from http://www.regent.edu/acad/global/publications/rgbr/vol4iss1/RGBRVol4Iss1Art3.pdf
This paper is about leading people through a management system called Human Resource (HR), that does more than payroll, design training, and avoiding lawsuits. It provides essential components that will ensure that human talent is used effectively and efficiently to accomplish organizational goals. It is a case study of the Rio Tinto company 's Human Resources global approach after a significant downsizing in 2008.
International businesses are also finding new ways of increasing diversity abroad. Instead of using expatriate employees as management, they are starting to hire locals. Companies that operate abroad are realizing that using expatriate employees is not a permanent solution. They are often expensive, and are not capable of translating their skills into the new environment. In a company that operates globally, it is important that the company knows how to relate to the local markets, and a great way to do this is by hiring local talent. Hiring locally is cheaper, there is not a language barrier, and they are accustomed to the business environment in the area(5). They can also help the business by providing a new perspective into international markets, and offer ways that the company can improve their diversity abroa...
International Business Review, 2000, Vol.9 (3), pp.345-361. [03 April 2014] 37. Zhu, Y. & Warner, M. (2004). “Changing patterns of human resource management in contemporary China: WTO accession and enterprise responses”. Industrial Relations Journal, 2004, Vol.35 (4), pp.311-328.
High turnover rate of expatriate: expatriate managers are frustrated with the performance and practices of local employees. And they do not have enough international experience and cross-cultural communication and sensitivity training.
In this paper we have chosen to explore Procter and Gamble (P&G), a multinational corporation which has lead the way in creating one of the best human resource management systems to date. By using P&G, we are seeking to provide an example of how current multinational companies make decisions to manage their human resources (HR) activities, in search of effective management of their HR costs and in search of professional HR management.
There is always a debate on whether to give preference to internal candidates before looking externally to fill positions. Today, many organizations tend to promote employees by internal recruiting and “external recruitment is used to fill the entry –level positions vacated by those being promoted” (Fallon & McConnell, 2007, p.138). In the Civil Services System, Fallon and McConnell (2007) state that vacancies and positions are posted internally before there are attempts to file them outside. However, there are pros and cons of hiring.
In the present day organisations are expanding their operations to different countries of the world. They therefore need people to work there “expatriates”. Once the international assignment is completed, the expatriates have got to go back home, the process of repatriation begins. Even though most expatriates and managers presuppose that the repatriation process will be easy seeing as the employee is just returning home, research has substantiated that this is a tricky process. There is indication that it could be more difficult to adjust to the home environment as opposed to adjusting to life in a foreign nation. Therefore, repatriation process ought to be considered keenly (Baruch et al 2002).
15. Rosalie L. Tung, "Selection and Training of Personnel for Overseas Assignments," Columbia Journal of World Business, (Spring 1981), 68-78.
Svensson, G., 2001. 'Globalization' of Business Activities: A 'Global Strategy' Approach, Management Decision, 39(1), pp.6-18.
...e located and the human resource management to effectively manage the global workforce diversity. Furthermore, management practices across nations should be more focused in terms of enhancing expatriates’ experience with cross-cultural training. It is also highlighted that executives of international firms must efficiently devise the best strategies and plans to increase the business positive performance and for controlling resources of their foreign subsidiaries. As a consequence, global managers play a very important role in the development and success of multinational corporations in the current competitive international market since there are numerous issues that they have to deal with in the operating process. If the enterprises could overcome the management challenges, they would gain great opportunities in the global economy and achieve favorable outcomes.
The traditional administrative role of human resource practices are a thing of the past and new roles for HRM are emerging at an alarming rate in the 21st century. HR is increasing its support for business goals and objectives while at the same time becoming strategic business partners. Challenges for the 21st century include, changing roles, shifting demographics, and globalization. In order for HR to stay current they must adapt and make necessary changes in retraining, alternative work schedules and technological advancements. Then, these successes have to be analyzed and evaluated for effectiveness.