INTERNATIONAL HUMAN RESOURCE MANAGEMENTQUIDELINES.

RUBRIC 1Introduction on the multinational company (MNC) selected . the introduction of the company such as, vision, mission, number of employees and so forth.COMPANY SIME DARBYhttp://www.simedarby.com/RUBRIC 2explain about the approaches in managing and staffing subsidiaries. This can be refer in Chpter 1.1.7: approaches to international HRM. Those approaches area. EthnocentricFew foreign subsidiaries do not have any autonomy; strategic decisions are made at headquarters. Key positions at the domestic and foreign operations are held by management personnel of headquarters. These subsidiaries are managed by expatriates from the home country (parent country national).b. PolycentricThe MNC treats each subsidiary as a distinct national entity with some decision-making autonomy. Subsidiaries are usually managed by local nationals (host country nationals) who are seldom promoted to positions at headquarters. Parent country nationals are rarely transferred to foreign subsidiary operations.c. GeocentricThe MNC takes a worldwide approach to its operations, recognising that each part (subsidiaries and headquarters) makes a unique contribution with its unique competence. It ignores of a geocentric Nationality in favour of ability. An example company is given below.d. RegiocentricIt reflects the geographic strategy and structure of the multinational. It utilises a wider pool of managers but in a limited way. Personnel may move outside their countries but only within the particular geographic region. The regional managers may not be promoted to headquarter positions but enjoys a degree of regional autonomy in decision-making.The example of those approaches can be refer to chapter 1.1.7.

RUBRIC 3 explain in detail about the issues faced by MNCs when dealing with the approaches in managing staffing. For this rubric you may refer to Chapter 1.2.1: Fcators contributing to complexity of HRM. Those factors are :

a. More Human Resource ActivitiesExpatriates are subject to international taxation and often have both domestic (i.e. parent country) and host country tax liabilities. Therefore, tax equalisation policies must be designed to ensure that there is no tax incentive or disincentive associated with any particular international assignment. The administration of tax equalisation policies is complicated on account of the wide variations in tax laws across host countries and by the possible time lag between the completion of an expatriate assignment and the settlement of domestic and international tax liabilities. In recognition of these difficulties, many multinational firms retain the services of a major accounting firm for international taxation advice.b. The Need for a Broader PerspectiveHR managers working in an international environment face the problems of designing and administering programmes for more than one national group of employees (e.g. parent country national, host country national and third country national employees who may work together in Zurich at the European regional headquarters of the US based multinational).c. More Involvement in Employees Personal LivesA greater degree of involvement in the employees personal lives is necessary for the selection, training and effective management of both parent country national and third country national employees. The human resource department or professional needs to ensure that the expatriate employee understands housing arrangements, health care and all other aspects of the compensation package provided for the assignment (cost of living allowances, premiums, taxes, etc.). Many multinationals have an international human resource services section that coordinates administration of the above programmes and provides services for parent country nationals and third country nationals such as handling their banking, investments, homes while on assignment, coordinating homes visits and final repatriation.d. Differences in Emphasis According to the Varied Needs of the Workforce which is a Mix of Expatriates and Locals.As the need for parent country nationals and third country nationals are declined, more trained locals become available. Resources previously allocated to areas such as expatriate taxation, relocation and orientation are transferred to activities such as local staff selection, training and management development. The latter activity may require establishment of a programme to bring high potential local staff to corporate headquarters for developmental assignments.e. Risk ExposureThe human and financial consequences of failure in the international arena are more severe than in domestic business. The risks involved in an international operation will be cleaner from the example given below.f. Major External InfluencesThe major external factors that influence international HRM are the type of government, the state of the economy and the generally accepted practices of doing business in each of the various host countries in which the multinational operates. The example given below will provide you a better idea about the role of government in shaping business practices.For the explanation of the example, you may refer to chapter 1.2.1.

RUBRIC 4It is about the discussion on the approaches used by your selected company (in rubric 1) in managing subsidiaries.For example, ethnocentric. How the comapny use ethnocentric in managing their subsidiaries. for example, all decison about the companyare made at headquarters. Key positions at the domestic and foreign operations are held by management personnel of headquarters. These subsidiaries are managed by expatriates from the home country (parent country national).RUBRIC 5discuss about the issues faced by MNCs when managing their subsidiaries based on points in rubric 3. For example, you can foolw the moduel's example by relate it with the chosen company. A broader, more international perspective on expatriate benefits would endorse the view that all expatriate employees regardless of nationality should receive a foreign service or expatriate premium when working in a foreign location. Yet some multinationals which routinely pay such premiums to their parent country national employees on international assignment (even if the assignments are to desirable locations) are reluctant to pay premiums to foreign nationals assigned to the home country of firm. Firms following such a policy often use the term inpatriate to describe foreign nationals assigned to the home country of the firm. Such a policy confirms the common perception of many host country national and third country national employees that parent country national employees are given preferential treatment.

RUBRIC 6About the summary. Need to simplify all the points in the assignment and put it in summary. It must be short, precise and simple.

REFERENCE STYLEAPA.