MBA606_Human Resource Management(Draft 3)-converted-converted

• In case the home-site manager appraises the expatriate employee, the manager should take at least background advice from a former expatriate from the same overseas location. • Modify if required, the performance criteria used for a particular job to fit the overseas position and characteristics of that particular locale. For example, maintaining and improving labour relations might be more important in India which is characterized by labour instability, than it would be in another country like United States. • Use both quantitative and qualitative criteria to evaluate the performance of overseas employee. So, to say, don’t appraise the expatriate, in terms of quantifiable criteria like profits or market share only, but also give due credit for his or her very relevant insights into the functioning of overseas operations. SUMMARY • The human resources department of today operates very differently from the human resources department of only a decade ago. • The changing job market, regulatory demands and compliance issues have forced human resource managers to become nimble partners in the strategic development of businesses. • Business owners need to understand the contemporary issues that human resources managers face, so that they may understand how to utilize this valuable resource to the best advantage. • It is evident from the discussion so far made that GHRM promises potential benefits for both organizations and those employed by them. Equally, the GHRM practices analyses here are likely to improve employee wellbeing in the workplace, not least through improving the working environment and satisfying the needs of an increasingly environmentally aware workforce • As a result of the recent globalization, empowerment has emerged as a growing concern and an indispensable device to accomplish high corporate performance. • Empowerment is defined as the recognition and proper channelization of the existing strength, skills and knowledge of the people for the benefit of the organization. Its prerequisites are participation, innovation, access to information and accountability, while the barriers include incongruence between empowerment’s goal of inclusion and organizational culture, low need for autonomy among people, managerial fear related to distribution of power and need for high power among managers. • A golden handshake is a clause in an executive employment contract that provides the executive with a significant severance package in the case that the executive loses their job through firing, restructuring, or even scheduled retirement. This can be in the form of cash, equity, and other benefits, and is often accompanied by an accelerated vesting of stock options. 197 CU IDOL SELF LEARNING MATERIAL (SLM)

• The glass ceiling is a metaphor referring to an artificial barrier that prevents women and minorities from being promoted to managerial- and executive-level positions within an organization. • International Human Resource Management (IHRM) as ‘concerned with the human resource problems of multinational firms in foreign subsidiaries (such as expatriate management) or more broadly, with the unfolding HRM issues that are associated with the various stages of the internationalisation process. KEY WORDS/ABBREVIATIONS • Green HR: Green Human Resources Management (GHRM) can be defined as the set of policies, practices, and systems that stimulate a green behaviour of a company’s employees in order to create an environmentally sensitive, resource efficient and socially responsible workplace and overall organization. • E-HRM: A way of implementing HR strategies, policies and practices in organizations through a conscious and directed support of and/or with the full use of web-technology- based channels. • Golden shake: The golden handshake is an agreement between an employer and an employee. It is a clause in the employment contract that offers the executive a handsome package in case the individual loses his job because of scheduled retirement, restructuring, or firing. • Glass Ceiling: The glass ceiling is a metaphor referring to an artificial barrier that prevents women and minorities from being promoted to managerial- and executive-level positions within an organization. • IHRM: It is a set of activities targeting human resource management at the international level. • Talent Management: The methodically organized, strategic process of getting the right talent onboard and helping them grow to their optimal capabilities keeping organizational objectives in mind. LEARNING ACTIVITY 1. What is Glass ceiling? Elaborate with relevant examples ………………………………………………………………………………………………………… ………………………………………………………………………………………………………… 2. Elaborate formulation of HR practices in an international context with relevant examples. ……………………………………………………………………………………………........……… ……………………………………………………………………………………………................ 198 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT END QUESTIONS (MCQ AND DESCRIPTIVE) A. Descriptive Types Questions 1. Define Green HR? State advantages and disadvantages. 2. Explain types of e-HRM. 3. Identify and discuss types of Employee Engagement. 4. Elaborate criticism of the golden handshake. 5. Differentiate between IHRM &HRM 6. What are the main reasons for emergence of IHRM? Justify with examples. 7. Discuss how IHRM influence HR practices. Illustrate your answer selecting at least two HR areas. B. Multiple Choice Questions 1. Why are employers interested in employee engagement? a. To encourage employees to trust their managers b. To make a quick profit c. Because engaged employees are more motivated and prepared to give of their best to make the firm succeeds d. To make employees work harder for less 2. The most pertinent criticism of the empowerment concept concerns a. the balance between customers' wishes and efficiency. b. the limited evidence for any shift towards a substantially. more empowered workforce. c. the over-empowerment of employees d. the limited theorising of the concept. 3. How does the selection of an international assignee usually take place? a. Formal interview process with internal staff. b. Informal discussion based on chance conversations with internal staff. c. Informal discussion between each member of a specific team. d. Formal recruitment process that includes internal and external candidates 4. How can HRM help to build successful cross-border alliances? a. By ensuring that organisations spend 25% of their budgets on cross-border alliances b. By ensuring that a strategy is in place before embarking on a cross-border alliance c. By ensuring that organisations export their ideas to other societies and cultures d. By ensuring that international joint ventures are staffed by high-quality managers 199 CU IDOL SELF LEARNING MATERIAL (SLM)

5. Trends in Talent Management include: a. An increase in post-high school training and education in the future b. Management and leadership skills are seen as most valuable to modern and competitive organisations c. Teaching jobs are very difficult to fill d. all of the above Answers: 1-c, 2-b, 3-b, 4-d, 5-d. REFERENCES • Duari, Pravin. (2010). Human Resource Management. New York: Pearson Education. • Dessler, G. (2013). Human Resource Management. Delhi: Prentice-Hall. • Flippo, Edwin B. (1966). Personnel/Human Resource Management. New Delhi: Tata McGraw Hills. • Haldar, U.K. And Sarkar. (2012). Human Resource Management. New Delhi: Oxford & IBH. • https://www.yourarticlelibrary.com • https://shodhganga.inflibnet.ac.in/ • http://www.adpstreamline.com/global-hr-human-resource-management • http://www.scribd.com/doc/10521466/Global-Human-Resource- Management-Chapter-18 200 CU IDOL SELF LEARNING MATERIAL (SLM)

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