1. MARIAM ALIA BINTI ZULKIFLI 2013157473 GLOBAL HUMAN RESOURCE MANAGEMENT

2. DEFINITION of GLOBAL HRM Pol i ci es and pr act i ces r el at ed t o managi ng peopl e i n an i nt er nat i onal l y or i ent ed or gani zat i on. (I vancevi ch, 2013) Pr ocess of empl oyi ng and devel opi ng i n i nt er nat i onal or gani zat i on whi ch oper at e gl obal l y. (Li nda Maund, 2001) Appl yi ng HRM pol i cy f ami l i ar i n domest i c mar ket s t o i nt er nat i onal wor kf or ce, f or exampl e: 1. Empl oyee devel opment 2. Recr ui t ment and sel ect i on 3. Rewar d and r emuner at i on 4. Pol i ci es and pr act i ces The desi gn of syst emat i c act i vi t i es t hat pr ovi de member s of an or gani zat i on wi t h t he ski l l s necessar y t o meet pr esent and f ut ur e j ob demands i n a mul t i nat i onal envi r onment . (Gr egor y F. Pet r anek, 2004) 3. Culture value Culture may be defined in a variety of ways, according to Kluckhohn (1954) said that culture represents and defines the society. On the other hand, a value, as defined by Rokeach (1973) is, an enduring belief that a specific mode of conduct is personally or socially preferable to an opposite mode of conduct . A value system is an enduring organization of beliefs concerning preferable modes of conduct along a continuum of relative importance. Value encompass what people believe to be preferable and therefore practice. 4. Hofstede (1984), one of the most well-known scholars who has studied cultural values said, In studying values we compare individuals; in studying culture we compare the societies. There are 5 dimensions of cultural value which is: 1. Individualism vs collectivism; eg. US vs China 2. Power distance; eg. German 3. Avoidance of uncertainty; eg. Japan 4. Masculinity vs femininity; eg. Norway 5. Long-term vs short-term orientation; this fifth dimension was not included in Hofstedes original work but was added later as a result of studies involving Chinese values. 5. Multinational Corporations (MNC) and Global Corporations (GC) 6. MNC and GLOBAL CORPORATIONS differences Corporate Structure Multinational Critical HRM Focus Expatriate adjustment :- selection, training, appraisal and compensation & repatriation Corporate Structure Global Critical HRM Focus Utilizing global managerial talent :- local recruiting methods, managing cultural diversity The international decision Sources: Adapted from John M. Ivancevich and Robert Konopaske (2006), Global Human Resource Management, in Human Resource Management, 12th ed. (NY: Mc Graw-Hill). HRM Philosophy Ethnocentric HRM Philosophy Geocentric 7. Global assignments are becoming increasingly popular as companies are becoming more international in their operations. These types of assignments require employees to temporarily relocate into one of the companys foreign offices. It involves a full relocation and often lasts between 12 months to 36 months (Briscoe, Schuler & Claus, 2008). According to Mercers 2008/2009 Benefits Survey for Expatriates and Globally Mobile Employees that surveyed 243 companies, the no. of employees on global assignments has grown by more than 90% between 2005-2008 (Mercer Human Resource Consulting, 2008). 8. EXPATRIATE MANAGER in MNC ..di f f er ent pat t er ns of human r esour ce management pr act i ces can be used, dependi ng on t he t ype of di ver si t y t hat t he or gani zat i on f aces, and t he speci f i c ef f ect s t hat i t wi shes t o manage. (Al cazar , 2012) Gl obal i zat i on i s a pr ocess whi ch exposes soci al act or s t o a wi de ar r ay of i nt er act i ons and i nst i t ut i onal i nf l uences, t hat i nt er mi ngl e i n def i ni ng t he i dent i t i es and cogni t i ve r esour ce act or s can have access t o, i n or der t o pur sue t hei r obj ect i ves and t o be i nt egr at ed i n t hei r soci al cont ext s. (Del mest r i , 2006) 9. Expatriate adjustment Self-image The way of interact with other people Perceptual orientation Select Predeparture Self-awareness Repatriation Training Financial Social adjustment Family support Compensate Sources: Adapted from John M. Ivancevich and Robert Konopaske (2006), Global Human Resource Management, in Human Resource Management, 12th ed. (NY: Mc Graw-Hill). 10. GLOBAL TALENT MANAGEMENT in GC According to Gunter (2007), talent management programs run by the companies feature a strong emphasis on high potentials in which specifically involves attracting, selecting, developing and retaining high-potential employees. 11. LABOR RELATIONS Bot h of MNC and Gl obal Cor por at i ons encount er a var i et y of l abor r el at i ons i ssues t hat ar e di f f er ent f r om pur el y domest i c oper at i ons. Ther e ar e t hr ee mai n per spect i ves t hat i ncl ude pol i t i cal , cul t ur al and soci al i n whi ch t hey i mpl y a di f f er ent under st andi ng of t he sel f -ot her r el at i on i n t he cont ext of t he gl obal wor l d. (Janssens and St eyaer t , 2012) 12. Example of the company with HR best practices; 13. FedExs Background FedEx Corporation is an American global courier delivery services company headquartered in Memphis, Tennessee. The name FedEx is taken from the name of the companys original air division, Federal Express, which was used from 1973 until 2000. Founder: Frederick W. Smith Industry: Courier 14. FedEx HR Practices FedExs management focused on providing a suitable work environment that encouraged employees to come up with innovative solutions. Implement People-Service-Profit (PSP) philosophy. Introduce Survey-Feedback-Action (SFA) program to improve employee management relations. Create online database:- PRISM 15. Recruitment and selection - Recruited people who are willing to take risk, entrepreneurial by nature and willing to take up challenges. - Develop online job application form: Career Center Training and development - Orientation program, CSRs, courier, service agents, job knowledge testing program Growth opportunities - Leadership Evaluation and Awareness Process (LEAP) - Job Change Applicant Tracking System (JCATS) - Succession Planning Executive Education (SPEED) 16. Employee communication and performance appraisal - Survey Feedback Action (SFA) - Guaranteed Fair Treatment Procedure (GFTA) - Open Door Policy (ODP) Employee retention - Exit interview 17. FedEx does not only manage to earn financial benefits but they also enhanced the reputation of the company as an employee-friendly, service oriented organization. Sources: From K. Prashant (2003), Human Resource Management: Best Practices at FedEx Corporation. 18. The Conclusion 19. In my stance, the globalization process has actually give a huge impact to the organization nowadays as they need to be more advanced in tandem with the speed of changing technology continuously. This kind of situation will force them to learn and willing to take risk in order to bring their organization move into the next level while competing with other organizations. As for that, all of the organizations must strive to achieve their target goals and at the same time, still keep pace with the current globalization wholly.