International HRM Samenvatting
Video 1: Globalisation and International HRM
Six components model revisit the model and put it in an international context.
Question: ‘’What factors are determining the HR policies and practices of multinational
enterprises?’’
Topics:
Comparative HRM, cross-culture HRM, IHRM
Comparative HRM = National HRM Systems.
Cross cultural HRM = organizational behaviour in International Contexts.
International HRM = HRM policy and practice in organizations.
Strategic question: ‘’Can we add value for our company by investing in developing in our business
abroad?’’
Drivers of Internationalization of business
Decreased trade barriers through trade agreements and treaties.
Search for new markets and reduced costs.
Rapid and extensive global communication and education.
Rapid development and transfer new technology, including improved transportation.
Increased travel and migration, exposure to new countries and cultures.
E-commerce.
Homogenization of culture and customer demands.
Competitiveness of emerging market Multi National Enterprises (MNEs) and Small and
Medium enterprises (SMEs).
The role of institutions
Dominant Social Institutions:
State
Financial system
System of education and training
Network of business associations
System of employee relations
Integration vs. Differentiation
, Video 2: Intercultural Competencies and Communication
Topics:
What is culture?
We are very quick to have an opinion of a mind-set
Culture iceberg, most aspects of a culture are not visible.
Different levels of culture:
National culture:
- Collective programming of the mind, distinguishing members of one group from another.
- Culture is learned from your social environment, not inherited.
Hofstede: dimensions of culture
Power distance = The degree of inequality among people with and with power.
- Low power distance: narrow salary range, minimalization of inequalities.
- High power distance: wide salary range, employee expects to be told what to do.
Uncertainty avoidance = The degree of anxiety you feel in uncertain or unknown situations.
- Weak uncertainty avoidance: motivation by achievement, emotions must not be shown.
- Strong uncertainty avoidance: motivation by security, emotions may be shown at proper
times.
Individualism = In how far do you look after yourself and your immediate family first?
- Low individualism: relationship prevails over task, think in terms of ‘we’.
- High individualism: task prevails over relationship, think in terms of ‘I’.
Masculinity = Do you value traditional male roles or female roles?
- Low masculinity: values caring for others, resolution of conflicts by negotiation.
- High masculinity: values material success and progress, resolution of conflicts by fighting
them out.
Meyer’s dimension of culture
Video 1: Globalisation and International HRM
Six components model revisit the model and put it in an international context.
Question: ‘’What factors are determining the HR policies and practices of multinational
enterprises?’’
Topics:
Comparative HRM, cross-culture HRM, IHRM
Comparative HRM = National HRM Systems.
Cross cultural HRM = organizational behaviour in International Contexts.
International HRM = HRM policy and practice in organizations.
Strategic question: ‘’Can we add value for our company by investing in developing in our business
abroad?’’
Drivers of Internationalization of business
Decreased trade barriers through trade agreements and treaties.
Search for new markets and reduced costs.
Rapid and extensive global communication and education.
Rapid development and transfer new technology, including improved transportation.
Increased travel and migration, exposure to new countries and cultures.
E-commerce.
Homogenization of culture and customer demands.
Competitiveness of emerging market Multi National Enterprises (MNEs) and Small and
Medium enterprises (SMEs).
The role of institutions
Dominant Social Institutions:
State
Financial system
System of education and training
Network of business associations
System of employee relations
Integration vs. Differentiation
, Video 2: Intercultural Competencies and Communication
Topics:
What is culture?
We are very quick to have an opinion of a mind-set
Culture iceberg, most aspects of a culture are not visible.
Different levels of culture:
National culture:
- Collective programming of the mind, distinguishing members of one group from another.
- Culture is learned from your social environment, not inherited.
Hofstede: dimensions of culture
Power distance = The degree of inequality among people with and with power.
- Low power distance: narrow salary range, minimalization of inequalities.
- High power distance: wide salary range, employee expects to be told what to do.
Uncertainty avoidance = The degree of anxiety you feel in uncertain or unknown situations.
- Weak uncertainty avoidance: motivation by achievement, emotions must not be shown.
- Strong uncertainty avoidance: motivation by security, emotions may be shown at proper
times.
Individualism = In how far do you look after yourself and your immediate family first?
- Low individualism: relationship prevails over task, think in terms of ‘we’.
- High individualism: task prevails over relationship, think in terms of ‘I’.
Masculinity = Do you value traditional male roles or female roles?
- Low masculinity: values caring for others, resolution of conflicts by negotiation.
- High masculinity: values material success and progress, resolution of conflicts by fighting
them out.
Meyer’s dimension of culture
