IHRM 2.pptx

A graduate degree, in this manner, might be the best way to propel your career, regardless of whether you're hoping to procure a promotion, help your pay, upgrade your professional organization, or change careers. In case you're thinking about a career in international business, here are seven mainstream jobs high-level global examinations or international business degrees can give.  It's a career that slices through complex intercultural issues—assisting you with having an enduring effect on global associations all while situating yourself for professional progression. An international business career empowers you to go throughout the planet, collaborate with undeniable level customers, and shape organizational results. With a developing world economy, numerous partnerships have offices abroad and are searching for international business employees, like management and financial experts, marketing managers, HR professionals, executives, and economists.  Contingent upon your nation of origin, finishing a graduate degree abroad may work out to cost something similar or even not exactly a similar degree at home—so don't naturally excuse the thought dependent on reserves! Graduate degrees on the whole subjects are available abroad, however some academic specializations, specifically, will profit you as a student hugely from the international exposure.   Essay writing services are available for master level in international career. While investigating aces abroad projects, remember that educational programs may be exceptionally shifted even with a similar subject. For example, what may be an instructed, or generally classroom-based, degree at one college could be principally research-situated at another, so make certain to investigate completely to get the correct program fit for you.  1. Fine Arts  International graduate degree programs in the Arts frequently emphasize making and showing your work of art positively, and less spotlight on theory, contrasted with programs in the United States. Craftsmen taking a gander at international degree projects ought to expect a significant spotlight on studio courses that will assist them with building up their art and portfolio all through the program. Projects are extremely changed, nonetheless, and openings exist to have practical experience in interior design, craftsmanship wrongdoing and social legacy insurance, style design, workmanship business, or one of the more customary fine craftsmanship subjects.  2. International Relations  Regardless of whether your inclinations lie in open arrangement or monetary turn of events, studying international relations abroad will train you in the finer marks of multifaceted interaction and diplomacy which are needed to be successful in the field. Maybe an easy decision, however choosing to acquire a graduate degree abroad in international relations is a shrewd initial move towards dispatching a global career. Have practical experience in EU relations, in.

Prof. Preeti Bhaskar's presentation discusses key aspects of international staffing and expatriate management. It covers approaches to staffing multinational corporations, including ethnocentric, polycentric, geocentric, and regiocentric policies. It also examines factors for expatriate success and failure, selection techniques for expatriates, and ways to reduce expatriate failure rates such as improving selection procedures.

This chapter provides an overview of global human resource management. It discusses recruiting, selecting, training, compensating, and repatriating global employees. The chapter addresses strategy and global HRM fit, global assignments, cross-cultural training, adjustment challenges, and improving repatriation. It introduces key terms and concepts in global HRM and suggests review questions to enhance understanding.

This chapter provides an overview of global human resource management. It discusses recruiting, selecting, training, compensating, and repatriating global employees. The chapter addresses strategy and global HRM fit, global assignments, cross-cultural training, adjustment challenges, and improving repatriation. It introduces key terms and concepts in global HRM and suggests review questions to enhance understanding.

This document discusses international assignment failure and expatriates. It provides statistics on failure rates for US, European, and Japanese multinationals. Common reasons for failure include inability to adjust to the new culture or environment, family problems, lack of skills, and short assignment lengths. Failure can be costly and is reduced through careful screening, orientation, cultural training, and support for expatriates and their families. Qualities like cultural flexibility and relationships skills predict success for international assignments.

Human resource management involves attracting, developing and maintaining an effective workforce to achieve organizational objectives. International HRM is more complex due to differing cultures, economic conditions, and legal systems among countries. Firms must decide whether to use parent-country nationals, host-country nationals, or third-country nationals as managers. They must also adapt hiring, training, compensation and other HR practices to each country.

There are several key issues to consider in international compensation management: 1. Compensation packages typically include a base salary, allowances, benefits, and consideration of taxes. 2. Packages aim to maintain an expatriate's home country standard of living through the balance sheet approach or match local pay through the going rate approach. 3. Social security systems differ globally and must address issues like benefit portability and which country is responsible for payments.

Role of expatriate training, pre-departure training, developing staff through international assignment. Inpatriate, Repatriation Adjustment - Social Factors, Repatriation - Knowledge Transfer, Reasons why MNCs/MNEs should Prefer Global HR Development?

The document discusses incumbent worker training provided by the Anne Arundel Workforce Development Corporation (AAWDC) to address soft skills gaps. It summarizes AAWDC's research which found that employers desired soft skills like communication, time management, and adaptability over technical skills. AAWDC created a soft skills training program called the Workplace Excellence Series to teach competencies identified as lacking like adapting to change, verbal communication, and understanding the employer's perspective. The training is incorporated into AAWDC's initiatives and occupational training and also offered as a fee-for-service to businesses.

The document discusses the strategic role of human resources in global environments. It examines how global corporations manage human resources and social responsibility across different countries and cultures. Some key challenges for international human resource management include variations in laws, economies, and cultures between locations. The document recommends that companies develop centralized reporting relationships, standardized practices, and consistent corporate cultures while also giving regional autonomy. It emphasizes the importance of cultural awareness and developing global leaders.

The document defines different types of international workers and discusses four approaches to human resource management. It also covers selecting and training international staff, maximizing human resources through training and development programs, and retaining human resources by addressing cultural differences in compensation, performance evaluation, and repatriation challenges.

The document defines different types of international workers and discusses four approaches to human resource management. It also covers selecting and training international staff, maximizing human resources through training and development, and retaining human resources by addressing cultural motivations, compensation, performance evaluations, and repatriation challenges.

Presentation Faten Alnassar 201302248 Course : Technical and professional.comm Become a Research volunteer Become a Research volunteer There is no specific purpose of this brochure actually it has multiple purposes or blend of purposes At the beginning they started with showing the true meaning of becoming a volunteer in the research field and how this may help the community in a good way. Then they changed the purpose from being an informative to be a instructional by showing how can you submit your voluntary request and they have given advises on how to choose the right research that fits you. After that they started to put facts to get more attention and to convince others so they changed the purpose again to be persuasive by showing advantages for being a volunteer and why should you volunteer and how you will be protected. So this brochure has combined the three purposes started as an informative and continued to be instructional and then to attract and convince it became persuasive. E. PROFESSIONAL COMPETENCE 1. Expectation The student will be able to perform professional responsibilities effectively in both local and international contexts. 2. Indicators of Success 1. Maintains a good work ethic. 2. Sustains positive relations with supervisors, co-workers and clients. 3. Performs professional tasks effectively and efficiently in local and international contexts. 4. Improves and increases professional competence over time. 5. Demonstrates integrity and ethical behavior. 3. Professional Indicator 1 Maintains a good work ethic. Achievement criteria: · Adheres to rules and procedures. · Takes responsibility as necessary to produce expected results. Standards of Performance Beginning Intermediate Advanced With guidance, can adhere to rules and procedures; rarely works extra to meet deadlines; sometimes accepts extra work assignments. Adheres to rules and procedures; works as needed to meet deadlines; volunteers extra work to complete assignments. Adheres to rules and procedures; completes assignments by or before deadlines; volunteers work that promotes employer’s success. 4. Professional Indicator 2 Sustains positive relations with supervisors, co-workers and clients. Achievement criteria: · Maintains positive interpersonal relations. · Supports and promotes employer’s vision and goals. Standards of Performance Beginning Intermediate Advanced Has difficulty maintaining positive working relationships; sees job primarily in terms of personal benefits. Maintains positive working relationships; supports employer’s goals; sees job as helping employer meet goals and in terms of personal benefit and professional opportunity. Maintains excellent working relationships; supports and promotes employer’s goals; accepts and volunteers work that promotes employer’s success; sees job in terms of personal benefit and future professional opportunity. 5. Professional Indicator 3 Performs professional tasks effectively and efficien.

This document discusses issues related to managing human resources internationally. It begins by outlining challenges such as cultural differences, legal compliance, and managing expatriates. It then examines topics like selecting international staff, providing cross-cultural training, establishing global compensation, ensuring safety abroad, and facilitating successful repatriation. Key recommendations include selecting candidates based on cultural skills over just technical skills, ongoing support for expatriates and families, and standardizing goals while allowing flexibility in practices to suit different country contexts.

Professional Development (PD) is quite simply a means of supporting people in the workplace to understand more about the environment in which they work, the job they do and how to do it better. It is an ongoing process throughout our working lives. PD opportunities provide a means whereby we can keep in sync the changes, broaden our skills and be more effective in our work.

Welcome to the Level 4 Diploma in Health and Social Care, a prestigious and Ofqual-accredited qualification delivered online by the London School of Business and Research, UK. This comprehensive program is designed to equip individuals with the knowledge and skills required for a successful career in the dynamic field of health and social care. As a Level 4 qualification, it represents an advanced stage of learning, suitable for those aspiring to take on leadership roles or enhance their existing expertise in this crucial sector. Course Overview: This diploma program delves into key aspects of health and social care, providing a deep understanding of contemporary issues, policies, and practices. From exploring the principles of safeguarding to analyzing healthcare management and leadership, students will gain insights into the multifaceted dimensions of this vital industry. The curriculum is meticulously crafted to address the evolving challenges faced by professionals in health and social care, fostering critical thinking, ethical decision-making, and effective communication skills. Flexible Learning for Professionals: Recognizing the diverse needs of working professionals, this online course offers a flexible learning environment. With no exams and assessment based solely on assignment submissions, it allows individuals to seamlessly integrate their studies into their work schedules. This feature makes it an ideal choice for those seeking career advancement without compromising their professional commitments. Key Features: No Exams: Assessment is solely based on assignment submissions. Accredited: Ofqual, UK accredited qualification. Online Delivery: Learn from anywhere with an internet connection. Career-Focused: Develop skills relevant to the health and social care industry. Expert Faculty: Learn from industry-experienced instructors. Networking Opportunities: Connect with professionals in the field. Who Should Enroll: This diploma is tailored for individuals working or aspiring to work in health and social care settings. It's suitable for care managers, support workers, healthcare assistants, and anyone seeking a comprehensive understanding of this vital sector. How to Enrol: Enrolling in the Level 4 Diploma in Health and Social Care is simple. Visit our website https://www.lsbr.uk/course/qualifi-diploma-in-health-and-social-care-level-4/ to access detailed course information, entry requirements, and the enrollment process.

The document is a resume for Sharon Dale Charles summarizing her experience in human resources and training roles in both the USA and Trinidad & Tobago. She has over 20 years of experience in human resources management, training administration, counseling, and consulting. Her resume highlights various roles and responsibilities in recruiting, learning and development, employee relations, and more. She holds dual citizenship in the USA and Trinidad & Tobago.

CASE STUDY 3: SURPRESSING OF MATERIAL FACTS DURING SELECTION PROCESS IN MANUFACTURING COMPANY: EMPLOYEE DISSMISAL OR CONTINUATION OF EMPLOYMENT. AUTHOR: SHWETHA G Y INTRODUCTION Surpression of Material Facts is the situation in which important and relevant facts and conclusions that are in the public interest to be disclosed are concealed or withheld from the public domain. Suppression means not providing information which the person is legally required to state, but is intentionally or deliberately not stated. Any wilful misstatement or suppression of facts by the employees during the time of selection process is considered as misconduct as per the companies standing orders act 1946.The present case study tries to analyse the employees surpressing of facts during the time of selection process. The manufacturing company's efforts and necessary steps have been reflected in the case report as this is the case of suppression of facts/information as per the standing orders act 1946 of the company. Misconduct CASE SCENERIO Hindustan Machine Tools was incorporated in 1953 by the Government of India as a machine tool manufacturing company. Over the years, HMT diversified into watches, tractors, printing machinery, metal forming presses, die casting and plastic processing machinery, and CNC systems and bearings. HMT is headquartered in Bengaluru (Bangalore). HMT Watch Factory – IV, Tumkur Divison, one of leading manufacturing industry in tumkur set up as additional manufacturing facilities to produce watch components sets at Tumkur in 1978 and at Ranibagh in 1985.The factory at Tumkur was partially converted to manufacture quartz analog watches in collaboration with Citizen. Where a case was happened in the year 1980 when they called the post of operators at the tumkur division. The qualification required is any PUC or Graduate fail candidate. In HMT Watch Factory – IV, Tumkur Divison 1800 persons were employed in different cadre in the year 1980. In which about 250 employees surpressed the fact that they were all undergraduates eventhough they are the graduates to take up the job in the public undertaking company. Later after a couple of months it was found by the management that they were all graduates. CHALLENGE: Dismissal/continuation of Employment OUTCOME: The management conducted that this as misconduct as per the standing orders of the company and violation of company policies and Breach of Trust. As per the standing orders act 1946, a notice issued to the concerned employee to show cause within three days from the date of issue of this letter. With reference to this the concerned employees inadvertently declared at the time of appointment that he was undergraduate fail / PUC but not with intention. The management with reference to the show cause notice given by employees dismissed employees from the job as per the standing orders act 1946.All the 250 employees went to the court of law. The judgement given by the court is to take back th

criteria 2 NAAC

High performing teams exhibit eight key characteristics: sense of purpose, effective working procedures, open communication, shared leadership, trust and mutual respect, continuous learning, building on differences, and flexibility and adaptability. Examples of tools for developing high performing teams include managing expectations, having regular communication through frameworks like the five conversations, employing situational leadership, focusing on dimensions of innovation and continuous improvement, and using strengths-based leadership. Reviews like after action reviews can help teams learn and improve.

The document discusses Bruce Tuckman's model of team development, which identifies 5 stages that teams generally progress through: Forming, Storming, Norming, Performing, and Adjourning. In the Forming stage, team members are cautious and focus on getting to know each other and their goals. Storming involves conflicts as roles and tasks are debated. Norming occurs as the team develops cohesion and agreement. In Performing, work progresses smoothly through structure and focus. Finally, Adjourning happens when the team dismantles upon completion of their task.

This document discusses organizational behavior and motivation. It begins by outlining 5 study questions on motivation: what motivation is, types of individual needs, process theories of motivation, the role of reinforcement, and challenges of motivation in the new workplace. It then provides detailed explanations and examples for each study question. The key theories of motivation discussed include Maslow's hierarchy of needs, ERG theory, equity theory, expectancy theory, goal-setting theory, and reinforcement theory. Managerial implications for applying these theories are also outlined.

The document discusses emotions and moods. It defines affect as a broad range of feelings experienced by people. Emotions are intense, directed feelings while moods are less intense and lack a specific stimulus. Emotions are brief while moods can last hours or days. Emotions are action-oriented and caused by specific events, while moods are more cognitive and their causes are unclear. The document also discusses different emotions like happiness, hope, anger, love, fear, sadness and provides examples. It distinguishes between felt emotions, displayed emotions, surface acting and deep acting.

This document defines attitude and its components. An attitude is a positive or negative evaluation of an object that influences behavior toward that object. It has three components - cognitive, affective, and behavioral. The cognitive component comprises facts and knowledge about an object. The affective component involves emotions like liking or disliking. The behavioral component is the tendency to act in a certain way depending on the first two components. Attitudes have objects, are learned through experience, predispose behavior, influence actions, and can be positive, negative, neutral or sikken.

This document outlines the key aspects of The Employees’ Provident Funds and Miscellaneous Provisions Act of 1952 in India. It establishes three major schemes - the Employees' Provident Fund Scheme (1952), the Employees' Deposit Linked Insurance Scheme (1976), and the Employees' Pension Scheme (1995). It defines important terms, sets contribution rates for employers and employees for the provident fund, pension scheme and deposit-linked insurance, and establishes damages that can be recovered from employers for late or non-payment of contributions.

The document discusses labour legislation in India. It begins by defining labour legislation and outlining its objectives such as protecting workers and promoting cordial workplace relations. It then provides details on the evolution and scope of labour laws in India, including regulating industrial relations, employment standards, and workplace health and safety. The document also classifies Indian labour laws into six categories and lists many central and state acts related to wages, working conditions, social security, and vulnerable groups. In closing, it outlines key central laws dealing with labour issues in India.

This document discusses industrial relations and legislations in India. It defines industrial relations as the relations between management and unions or employees and employers. It outlines the important aspects of cooperation and conflict. It also describes the unitary, pluralistic, and Marxist approaches to industrial relations. Trade unions are defined as combinations of workmen and employers that regulate their relations. The roles of the state, employers, and employers' organizations in industrial relations are examined. Employers' organizations operate at the local, regional, and central levels to represent employers' interests.

There are several myths about rural consumers that marketers should avoid: 1) Rural consumers are not homogeneous and have diverse tastes and preferences. 2) They seek value for money and quality, not just low prices. 3) They are aware of brands and can differentiate products, due to increased literacy and media access. Some marketers may exploit rural consumers by charging undue high prices, selling fake products, or providing misleading information. Effective rural marketing requires understanding key differences from urban areas, including diverse consumer bases, product usage, and appropriate communication strategies.

This document discusses rural marketing research. It outlines the key steps in conducting marketing research including defining the issue, designing a method for collecting information, managing data collection, analyzing results, and communicating findings. It then lists primary and secondary sources for rural market research data collection. The document emphasizes that rural market research objectives must be clearly defined. It also describes common types of rural studies and important points to remember when conducting interviews in rural areas, such as building rapport, speaking the local language, and being patient. Finally, it outlines some primary data collection methods, features of a good researcher, and limitations of rural market research.

The document discusses various marketing strategies for fertilizer companies in rural areas, including educational programs, product differentiation, targeted advertising, distribution partnerships, packaging, loyalty programs, trade shows, online marketing, endorsements, sustainability efforts, seasonal campaigns, training, public relations, collaborations, market research, demonstration programs, farmer meetings, soil testing, and crop seminars. It also outlines challenges faced in rural marketing like transportation and storage issues, media access, seasonal demand fluctuations, and low consumer incomes. Effective rural marketing requires tailored strategies that address the specific needs of farmers and local communities.

There are several myths about rural consumers that marketers should avoid: 1) Rural consumers are not homogeneous and have diverse tastes and preferences. 2) They seek value for money and quality, not just low prices. 3) They are aware of brands and can differentiate products, due to increased literacy and media access. Some marketers may exploit rural consumers by charging undue high prices, selling fake products, or providing misleading information. Effective rural marketing requires understanding key differences from urban areas, including culture, media consumption, and economic conditions.

The document discusses international performance management and expatriates. It covers key aspects of performance management systems including goal setting, feedback, evaluation, development and rewards. When implementing performance management internationally, considerations include cultural sensitivity, localized goal setting, language, compliance and technology integration. Performance management approaches vary across countries and cultures, focusing on factors like individual/team approaches, feedback styles and frequency of evaluations.

This document provides an overview of international human resource management (IHRM). It defines IHRM and discusses the need for IHRM due to factors like cultural diversity, workforce diversity, language differences, and economic reasons. It then describes the main approaches to IHRM - ethnocentric, polycentric, regiocentric, and geocentric. It also outlines IHRM activities and models. Finally, it discusses the advantages and disadvantages of different types of employees in IHRM - parent country nationals, host country nationals, and third country nationals.

This chapter discusses managing international compensation and the challenges involved. It covers managing compensation packages for expatriates, including base salary, benefits, allowances, incentives, and taxes. Different compensation strategies are explored, such as taking a contingency theory approach and aligning compensation with organizational or national culture. The chapter also compares the balance sheet approach and going rate approach to setting expatriate compensation.

This document discusses rural marketing of fast-moving consumer goods (FMCG) in India. It outlines 4 main strategies used in rural marketing: product, pricing, distribution, and promotion. For product strategy, companies develop smaller package sizes and lower price varieties to suit rural customers' lower incomes. Pricing strategy aims to keep prices low through minimal packaging. Distribution focuses on reaching villages over 2,000 people and within 50km of cities. Promotion uses mass media like cinema and television but print has low effectiveness due to low literacy. Challenges include transportation and storage infrastructure gaps as well as seasonal incomes and literacy rates.

This document discusses rural marketing of fast-moving consumer goods (FMCG) in India. It outlines 4 main strategies used in rural marketing: product, pricing, distribution, and promotion. For product strategy, companies develop smaller package sizes and lower price varieties to suit rural customers' lower incomes. Pricing strategy aims to keep prices low through minimal packaging. Distribution focuses on reaching villages over 2,000 people and within 50km of cities. Promotion uses mass media like cinema and television but print has low effectiveness due to low literacy. Challenges include poor transportation, lack of warehousing, high packaging costs, limited power and media access, seasonal incomes, and low literacy.

This document outlines key considerations for conducting rural marketing research. It discusses primary and secondary sources of information, objectives such as defining clear and concise goals, and common types of rural studies. Methods of primary data collection like participatory rural appraisal, focus groups, questionnaires, and sampling are also covered. Additional sections provide best practices for rural research including building rapport, speaking the local language, explaining the study's benefits, and being aware of the rural area. Features of effective researchers and limitations of rural research are also summarized.

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