© 2009 KD. All rights reserved.
One situation which global corporations often face is the extent to which their policies should ‘converge’ i.e. be more or less the same in every location, or ‘diverge’ i.e. be different according to local requirements. Usually it is easier for … Continue reading
© 2009 KD. All rights reserved.
Organizational forms are no longer traditional i.e. centered geographically, management dominated or one-size-fits-all. Global competition has changed and polarized the organization types to such that lay emphasis on local commercial partnering wherein regional customer service is important while at the same time … Continue reading
© 2009 KD. All rights reserved.
Considering how the work processes as well as people management & development has to be dealt with not only within an organization but also outside it, outside the country and with all possible types of people, International Human Resource Management could be … Continue reading
© 2009 KD. All rights reserved.
In 1994, Torrington came up with the ’7C’s to define International Human Resource Management. These were- Culture Cosmopolitan Competence Consultancy Coordination Compensation Communication Simply put, the ’7C’s characterise the nature of International HRM and help differentiate it from general Human … Continue reading
© 2009 KD. All rights reserved.
The world has become more competitive than ever. Organizations now need to manage globally as if it were one vast market. Operations are being internationalized by overseas expansions, joint ventures, strategic partnerships as well as mergers & aquisitions. Hence, it … Continue reading