*****HELLO WRITER, PLEASE RESPOND TO THIS CLASSMATES DISCUSSION POST. I HAVE ATTACHED THE LECTURE NOTES, POWERPOINT, & DISCUSSION POST QUESTIONS USED FOR THIS DISCUSSION POST BYT THE CLASSMATE.**** THE CLASSMATES POST IS DOWN BELOW, UNDER THE DISCUSSION POST QUESTION ***
Welcome to Week 6, IHRM Strategic Importance
Rapid rate of globalization requires a more strategic role for HRM and link HRM strategic needs of business Increasing importance of HRM to implementing international business strategies. Because IHRM policies and practices are essential influence on whether and to what extent MNCs achieve their international goals.
IHRM focuses on creating and implementing policies and practices that help achieve MNC objectives and vision, involving strategic management of the HR function and how IHRM supports and enhances the international business strategies of the firm.
This includes describing the links of global business strategy to the performance of HR responsibilities in international business and discussing the outcomes that a strategically managed
There is a common view was that there was a need to adapt to the culture. In particular, localization, as companies look to replace expatriate managers with managers recruited from the local labor market. This has become a major issue in addition to cross-cultural difficulties when local hires are trained in the MNCs’ headquarters as inpatriates.
Week 6 Discussion question:
Discuss the major factors associated with appraisal of expatriate managerial performance.
Why is it important to include hard, soft and contextual goals when assessing managerial performance?
What evidence is there to show that corporate codes of conduct are effective?
Global and international courses must use current resources – 2009 to current – as the global community is ever evolving.
****THE CLASSMATE DISCUSSION RESPONSE TO THE DISCUSSION QUESTIONS:
Hello Professor and Class,
Discuss the major factors associated with appraisal of expatriate managerial performance.
There are major factors to consider with the appraisal of expatriate managerial performance. According to research from the International Journal of management reviews, expatriate manager continues to be a viable means of exercising control over foreign operations. (Harevy, 2009). These managers directly have an impact on their organizational performance and are one of the key leaders in the organization to understand the significance of international business. Factors to consider consist of client relationships, operations, productivity, personal resources, human resources, and training. All these major factors derive from the manager of performance of the organization in a foreign perspective.
Why is it important to include hard, soft and contextual goals when assessing managerial performance?
It’s important to include hard, soft and contextual goals when assessing manager performance. This is due to the fact that major performance for expatriate managers requires a perspective that consists of all of these major factors. Our goals are considered quantifiable and based on production metrics. Soft goals are based on culture and teamwork. Contextual goals consist of the international managerial performance that the management operates under.
What evidence is there to show that corporate codes of conduct are effective?
Corporate codes of conduct are a practical corporate social responsibility that are used to govern employee behavior and to establish a socially acceptable and responsible organizational culture. According to research from the journal of business ethics, the effectiveness of these codes have been discussed widely interested in numerous reports that directly compare companies without these codes of conduct. (Erwin, 2011). Companies that maintain high quality codes of conduct we’re represented with much more corporate social responsibility in the ranking systems among corporate citizenship, ethical behavior, sustainability, and public perception.
-Travis
References
Erwin, P. M. (2011). Corporate codes of conduct: The effects of code content and quality on ethical performance. Journal of Business Ethics, 99, 535-548.
Harvey, M., & Moeller, M. (2009). Expatriate mangers: A historical review. International Journal of management reviews, 11(3), 275-296.
