ULUSLARARASI İŞLETME
I.It is easy to manage human resources.
II. Employees come into companies with different educational backgrounds, occupations, motivation, gender identities, ages, and other various demographic and occupational features.
III.As firms go global, finding, managing, and retaining human resources become less challenging.
IV.International human resources management need to be defined and understood if we are to understand the business done on an international level.
I. Activities like recruitment and selection, training and development, performance appraisal and compensation, labor relations, leadership form the first dimension.
II.The second dimension is related to the regional aspect.
III. IHRM is usually more complicated than domestic human resources management.
IV. IHRM has also employee-group dimension.
I. It allows interaction between executives who are transferred to regional headquarters from sub-units in the region and PCNs posted to the regional headquarters.
II. It can constrain the MNE from taking a global stance by creating a sort of federalism at the regional rather than the national level.
III. It may not stand in the MNE for long; depending on its experiences, it can be a way for the MNE to gradually move toward a purely ethnocentric or geocentric approach
I.For ethnocentric companies, compensation is related to how much home-country expatriates should be paid.
II.For polycentric companies, the pay can and should be kept country-specific.
III. For companies with geocentric staffing policies, there is a need for a cadre of managers only from one nationality.