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HRM (Fach) / New Challenges for HRM (Lektion)
- Challanges due to age factor Main problems: maintanance and development of a competitive workforce structure fulfilling new market and costumer demands Development of new concepts: Succession planning, especially for key positions age-relates work time models age adjusted use of instruments of HRM
- EPRG framework Ethno-centric orientation parent company is superior core functions are centralized tried and testes tools are transferred to foreign companies Polycentric orientatioin country-specific differences of efficient management adjusting practices to local conditions high degree of autonomy of foreign subsidiaries Regio-centric orientation regio-specific differences of efficient management different regions are homogenous units Geocentric orientation global synthesis of corporate activities is optimal Integration of best practices from all countries
- Various forms of work-related values and reward Extrinsic work values - include consequences of the work Intrinsic work values - include work processes Altruistic rewards - motivation to help Social rewards - to be part of a community Leisure rewards - "a job where you have more than 2 weeks vacation"
- How does IHRM differ from HRM? IHRM: increase global competition global markets staffing polocies Challenges: aging work-force internationalisation more complex value-changing More involvement in employees' personal life - housing arrangements, health care, school... risk exposure - financial consequences of failure, external risk factors like terrorism diversity of the workforce - pay level, preferences, education... broader external influences - country specific labor legislation, local ways of doing business, cultural differences
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