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GLOBALISATION of HUMAN RESOURCES MANAGEMENT

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Title: GLOBALISATION of HUMAN RESOURCES MANAGEMENT


1
GLOBALISATION of HUMAN RESOURCES MANAGEMENT FACT
OR FICTION
ROGER EGGLESTON, PRESIDENT EMERITUS MARY JANE
PETERS, EXECUTIVE DIRECTOR AND CHRIS BREWSTER,
ACADEMIC ADVISOR
2
A GLOBAL PROFESSIONAL ASSOCIATION FOR HR
SPECIALISTS WORKING IN INTERNATIONAL
ORGANIZATIONS
3
  • INTERPOL
  • North Atlantic Treaty Organization
  • OPEC International Fund for Development
  • Organization for Economic Co-operation and
    Development
  • Organization for the Prohibition of Chemical
    Weapons
  • Organization for Security and Co-operation in
    Europe
  • Pan American Health Organization
  • United Nations
  • UNAIDS
  • United Nations Conference on Trade and
    Development
  • United Nations Development Programme
  • United Nations Educational, Scientific and
    Cultural Organization
  • United Nations High Commissioner for Refugees
  • United Nations Childrens Fund
  • United Nations Office for Project Services
  • United Nations Population Fund
  • United Nations Relief and Works Agency for
    Palestine Refugees
  • World Bank, Washington
  • African Development Bank,
  • Aga Khan Development Network
  • Asian Development Bank
  • Bank for International Settlements
  • Caribbean Development Bank
  • Consultative Group on International Agricultural
    Research
  • European Bank for Reconstruction and Development
  • European Central Bank
  • European Investment Bank
  • European Organization for Nuclear Research
  • European Patent Office
  • European Space Agency
  • Food and Agriculture Organization of the United
    Nations
  • Global Alliance for Vaccines and Immunization
  • International Atomic Energy Agency
  • International Civil Aviation Organization
  • International Criminal Court
  • International Federation of Red Cross and Red
    Crescent Societies
  • International Fund for Agricultural Development

4
Salon RH- salon solutions ressources
humaines Geneva, 04.10.07 Globalisation of HRM
fact or fiction? Chris Brewster
5
  • Does Globalisation apply to HRM too? Are we
    becoming more alike in the way we manage people?
  • Is the impact of HRM on Performance being
    Globalised? Do different things work in different
    countries?
  • What are MNEs doing about it?

6
Convergence vs Divergence (or Stasis)
  • convergence theories
  • market-led/US
  • institutional/European
  • world vs regional
  • divergence theories or stasis
  • maybe its a bit of each..

7
The Cranet surveys
  • 42 countries (24 in Europe) partner in each
  • repeating every 3 years
  • 6000 responses each round
  • Questionnaire to senior HR factual not
    perceptual
  • 40 questions (2-44 responses each Q) 19
    demographic questions
  • Representative, not panel

8
(No Transcript)
9
Directional Convergence
  • E
  • X
  • T
  • E
  • N
  • T

T I M E
10
Final Convergence
  • E
  • X
  • T
  • E
  • N
  • T

T I M E
11
Findings on Directional convergence
  • convergence (increases in)
  • strategic potential of HR department
  • assignment of HRM to line
  • HR professionalisation (HR talent for the
    future)
  • employee resourcing
  • Individualisation of employee relations
  • increased information to employees
  • contingent compensation systems.
  • no convergence
  • staff ratio
  • employee development

12
Findings on Final convergence
  • No final convergence of HR configuration
  • No final convergence of HR practices

13
U-matrix
1
2
4
3
14
Selected states by cluster
  • Cluster 1 north-west
  • Austria
  • Denmark
  • Finland
  • Germany
  • Netherlands
  • Sweden
  • Cluster 2 anglo-irish
  • UK
  • Ireland
  • Cluster 3central southern
  • Belgium
  • France
  • Greece
  • Italy
  • Portugal
  • Spain

15
HRM practices linked to performance in Europe
  • Evaluating HRM
  • Monitoring and evaluating training effectiveness
  • Career management
  • Merit pay
  • Communication on change (-)

16
Practices linked to performance
17
So, what does this mean for practitioners?
  • Similar trends do not mean countries are getting
    more alike in the way they manage their HRM HR
    practices linked to high performance in one
    country might be useless or detrimental in
    another so there is no one-size-fits-all
    Implications for global policies/ employer
    branding/ etc
  • The perennial problem of standardisation and
    contextual awareness
  • The role of line managers (the Good Soldier
    Schwejk)
  • Maybe, we should concentrate on the principles,
    not the systems, processes or procedures.
  • How to monitor the results of our (evidence -
    based?) Human Resource Management?

18
  • How can we in AHRMIO help to get these and other
    messages out to HR practitioners?

19
The way forward
  • Annual Conference
  • Developmental Activities
  • Research
  • Sharing practices
  • Networking
  • Collaboration between public and private
    organizations (like today)

20
www.ahrmio.org
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