Concept & Importance of HRM, Evolution of Human Resource Management, Role of HR

Manager. Strategic HRM, Traditional HR Vs. Strategic HR, System Approaches to HRM.
Scope and functions of HRM; HR Outsourcing.
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Human Resource Management (HRM) is a critical function within organizations that focuses
on managing human capital, ensuring that the right people are in the right positions, and
maximizing their potential to achieve organizational goals. Its importance lies in the fact that
people are often the most valuable asset of any organization, and effective HRM can lead to
increased productivity, employee satisfaction, and ultimately, organizational success.

Evolution of Human Resource Management:

1. Personnel Administration: Initially, HRM was largely administrative, focusing on

tasks such as payroll, employee records, and compliance with labor laws.
2. Human Relations Movement: This phase emphasized the importance of understanding
human behavior in the workplace and improving employee morale and motivation.
3. Human Resource Approach: HRM began to be seen as a strategic function, aligning
HR practices with organizational goals and focusing on employee development and
empowerment.
4. Strategic HRM: This phase involves integrating HRM into overall strategic planning,
where HR policies and practices are designed to support the organization's long-term
objectives.

Role of HR Manager:

 Strategic Partner: Collaborating with top management to align HR policies with

organizational strategy.
 Employee Champion: Advocating for employee needs and welfare within the
organization.
 Change Agent: Leading initiatives to manage organizational change effectively.
 Administrative Expert: Managing HR processes and ensuring compliance with laws
and regulations.
 Employee Advocate: Addressing employee concerns and promoting a positive work
culture.

Strategic HRM: Strategic HRM involves proactively aligning HR practices with

organizational objectives to enhance organizational performance. It focuses on long-term
planning, talent management, and creating a competitive advantage through human capital.

Traditional HR vs. Strategic HR:

 Traditional HR: Reactive, administrative focus, primarily concerned with day-to-day

tasks such as payroll, recruitment, and compliance.
 Strategic HR: Proactive, strategic focus, aligning HR practices with organizational
goals, emphasizing talent development, and contributing to organizational success.

System Approaches to HRM: System approaches view HRM as an integrated system within
the organization, where various HR practices are interconnected and designed to achieve
common objectives. These approaches emphasize the importance of considering the entire
HR system rather than individual practices in isolation.

Scope and Functions of HRM: The scope of HRM includes recruitment, selection, training
and development, performance management, compensation and benefits, employee relations,
and HR planning. Its functions encompass activities related to staffing, training,
compensation, performance management, employee relations, and compliance.

HR Outsourcing: HR outsourcing involves contracting HR activities to external service

providers. This may include functions such as payroll processing, recruitment, training, and
benefits administration. Outsourcing allows organizations to focus on core competencies
while leveraging external expertise and resources in HR management. However, it also
requires careful vendor selection and management to ensure the quality and effectiveness of
outsourced HR services.

3.5
Talent Acquisition, Importance and Process. The basics of Job Analysis, Process of Job
Analysis; Methods for collecting Job Analysis Information. Nature and Concept of HRP,
Objectives and importance. Methods for HR Forecasting. Preparing Manpower Inventory and
Succession Planning.
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Talent Acquisition: Talent acquisition is the process of identifying, attracting, and acquiring
skilled individuals to meet organizational needs. It is crucial for organizations to have a
robust talent acquisition strategy to ensure they have the right talent in place to achieve their
goals.

Importance of Talent Acquisition:

1. Competitive Advantage: Acquiring top talent gives organizations a competitive edge

in the market.
2. Organizational Performance: Skilled employees contribute to improved performance
and productivity.
3. Innovation and Growth: Talent acquisition helps in bringing in diverse perspectives
and skills, fostering innovation and growth.
4. Employee Retention: Hiring the right people reduces turnover and promotes employee
retention.

Process of Talent Acquisition:

1. Workforce Planning: Assessing current and future talent needs based on

organizational goals.
2. Sourcing: Identifying potential candidates through various channels such as job
boards, social media, referrals, etc.
3. Recruitment: Attracting candidates through job postings, employer branding, and
recruitment campaigns.
4. Selection: Assessing candidates through interviews, assessments, and reference
checks.
5. Onboarding: Integrating new hires into the organization through orientation, training,
and support.
Job Analysis: Job analysis is the process of gathering, documenting, and analyzing
information about a job's duties, responsibilities, and requirements. It forms the foundation
for various HR functions such as recruitment, selection, training, and performance appraisal.

Process of Job Analysis:

1. Identify the Purpose: Determine why job analysis is being conducted and how the
information will be used.
2. Collect Data: Gather information about the job through methods such as observation,
interviews, questionnaires, and task analysis.
3. Analyze Data: Organize and analyze the collected information to identify key job
elements, including tasks, skills, knowledge, and abilities.
4. Document Findings: Document the results of the job analysis in job descriptions and
specifications.
5. Review and Update: Regularly review and update job analysis information to reflect
changes in job roles and responsibilities.

Methods for Collecting Job Analysis Information:

 Observation: Directly observing employees performing their job tasks.

 Interviews: Conducting interviews with job incumbents, supervisors, and subject
matter experts.
 Questionnaires: Distributing questionnaires to gather information about job duties and
requirements.
 Work Diaries/Logs: Asking employees to maintain logs of their daily activities and
tasks.

Human Resource Planning (HRP): HRP is the process of forecasting an organization's future
HR needs and planning to meet those needs. It involves analyzing current workforce
capabilities, predicting future demand, and developing strategies to address any gaps.

Objectives and Importance of HRP:

1. Anticipating Talent Needs: Forecasting future HR requirements based on

organizational goals and market trends.
2. Optimizing Workforce Utilization: Ensuring the right number of employees with the
right skills are available at the right time.
3. Strategic Alignment: Aligning HR planning with organizational objectives to support
business strategy.
4. Cost Reduction: Minimizing recruitment and training costs by proactively addressing
talent shortages and surpluses.

Methods for HR Forecasting:

 Trend Analysis: Analyzing historical data to identify trends and extrapolate future HR
needs.
 Workforce Analytics: Using data analytics to predict future workforce requirements
based on factors such as turnover rates, productivity, and business growth projections.
 Managerial Judgment: Seeking input from managers and subject matter experts to
estimate future HR needs based on their knowledge of the business environment.
  Delphi Technique: A structured method for gathering input from experts through a
series of questionnaires and feedback rounds to reach a consensus on future HR
forecasts.

Preparing Manpower Inventory and Succession Planning:

 Manpower Inventory: Creating a database of current employees' skills, qualifications,

and performance ratings to assess the existing talent pool and identify potential
successors for key positions.
 Succession Planning: Developing strategies for identifying and developing internal
talent to fill critical leadership and key roles in the organization in the event of
vacancies or succession needs. This involves identifying high-potential employees,
providing them with development opportunities, and ensuring a smooth transition
when succession occurs.

3.5
Introduction to Recruitment. Internal and External Sources of Recruitment. Methods of
Recruitment, Effective Recruiting. Introduction and Process of Employee Selection. Selection
Methods, Selection Interviews. Placement and orientation. Employee Training: Concept,
Importance and Types of Training, Process of Training, Training Need Analysis, Methods of
Training: On-the Job; Off-the job, Designing Training Program, Evaluation of Training
Effectiveness - Kirkpatrick Model
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Recruitment Introduction: Recruitment is the process of identifying, attracting, and hiring

qualified candidates to fill job vacancies within an organization. It is a crucial function of
HRM as it ensures that the organization has the right talent in place to achieve its goals
effectively.

Internal and External Sources of Recruitment:

 Internal Sources: Hiring candidates from within the organization, such as promotions,
transfers, and employee referrals. Internal recruitment helps in motivating and
retaining existing employees, while also leveraging their knowledge of the
organization.
 External Sources: Recruiting candidates from outside the organization, including
methods such as job postings, advertisements, recruitment agencies, career fairs, and
online job portals. External recruitment widens the talent pool and brings in fresh
perspectives and skills.

Methods of Recruitment:

 Job Postings: Advertising job vacancies through internal bulletin boards, company
websites, job portals, and social media platforms.
 Employee Referrals: Encouraging current employees to refer qualified candidates for
open positions.
 Recruitment Agencies: Partnering with external agencies or headhunters to identify
and recruit suitable candidates.
 Campus Recruitment: Visiting educational institutions to recruit fresh graduates for
entry-level positions.
  Networking: Building relationships with industry professionals and attending
networking events to identify potential candidates.

Effective Recruiting: To ensure effective recruitment, organizations should:

 Clearly define job requirements and qualifications.

 Use multiple recruitment channels to reach a diverse pool of candidates.
 Establish a strong employer brand to attract top talent.
 Streamline the recruitment process to reduce time-to-hire.
 Provide a positive candidate experience to enhance employer reputation.

Introduction and Process of Employee Selection: Employee selection is the process of

evaluating candidates' qualifications, skills, and suitability for a particular job role. It involves
various steps to identify the best-fit candidate for the organization.

Selection Methods:

 Application Review: Screening resumes and job applications to shortlist candidates

who meet the minimum qualifications.
 Pre-employment Testing: Conducting assessments such as aptitude tests, personality
tests, and skills assessments to evaluate candidates' suitability for the job.
 Interviews: Assessing candidates' knowledge, skills, and fit through structured,
behavioral, or situational interviews.
 Reference Checks: Contacting previous employers or references provided by the
candidate to verify their qualifications and performance.
 Background Checks: Conducting checks on candidates' criminal records, employment
history, and educational credentials to ensure accuracy of information provided.

Selection Interviews: Selection interviews are a common method used to assess candidates'
suitability for a job role. They can be conducted in various formats, including:

 Structured Interviews: Using a predetermined set of questions to assess specific job-

related competencies.
 Behavioral Interviews: Asking candidates to provide examples of past behaviors or
experiences to predict future job performance.
 Situational Interviews: Presenting candidates with hypothetical situations and
assessing their responses to gauge problem-solving and decision-making skills.

Placement and Orientation: Once a candidate is selected, they are placed in the appropriate
job role within the organization. Placement involves assigning the new employee to a specific
department or team based on their skills and qualifications. Orientation, on the other hand,
involves introducing the new employee to the organization's culture, policies, procedures, and
job responsibilities to help them acclimate to their new role and environment.

Employee Training: Employee training is a systematic process of enhancing employees'

knowledge, skills, and competencies to perform their job roles effectively. It plays a crucial
role in improving employee performance, productivity, and job satisfaction.

Concept and Importance of Training: Training is essential for:

  Improving employee performance and productivity.
 Enhancing job satisfaction and morale.
 Addressing skill gaps and improving competencies.
 Adapting to technological advancements and industry changes.
 Supporting organizational growth and innovation.

Types of Training:

 On-the-Job Training: Training conducted within the workplace, where employees

learn by performing tasks under the guidance of experienced colleagues or
supervisors.
 Off-the-Job Training: Training conducted outside the workplace, such as workshops,
seminars, conferences, and e-learning programs.

Process of Training:

1. Training Need Analysis: Identifying the knowledge, skills, and competencies required
for job roles and assessing employees' existing skills and performance gaps.
2. Designing Training Program: Developing training objectives, content, methods, and
materials based on identified training needs and learning objectives.
3. Implementation: Delivering training sessions through various methods such as
lectures, demonstrations, simulations, and hands-on exercises.
4. Evaluation: Assessing the effectiveness of training programs through methods such as
pre- and post-training assessments, feedback surveys, and performance evaluations.

Training Need Analysis: Training need analysis involves:

 Identifying performance gaps and areas for improvement.

 Assessing employees' existing skills, knowledge, and competencies.
 Determining training priorities and objectives based on organizational goals and
employee development needs.

Methods of Training:

 On-the-Job Training: Coaching, mentoring, job rotation, apprenticeships, and

shadowing.
 Off-the-Job Training: Classroom training, workshops, seminars, e-learning,
simulations, case studies, and role-playing.

Designing Training Program:

 Setting clear training objectives and learning outcomes.

 Selecting appropriate training methods and materials.
 Developing training content and curriculum.
 Incorporating interactive and engaging activities.
 Providing opportunities for practice and feedback.

Evaluation of Training Effectiveness - Kirkpatrick Model: The Kirkpatrick Model is a widely

used framework for evaluating training effectiveness, consisting of four levels:
 1. Reaction: Assessing participants' satisfaction and feedback regarding the training
program.
2. Learning: Evaluating the extent to which participants have acquired new knowledge,
skills, and competencies.
3. Behavior: Measuring changes in participants' behavior and performance on the job as
a result of the training.
4. Results: Evaluating the impact of training on organizational goals and outcomes, such
as improved productivity, reduced errors, and increased customer satisfaction.

3.5
Introduction and Purpose of Performance Appraisal, The Performance Appraisal Process.
Methods of Performance Appraisal, 360 Degree Feedback System, Problems in Appraisal.
Essential Characteristics of Performance Appraisal, Potential Appraisal, Use of McKinsey 9 -
box Matrix for Performance Management. Objectives and Nature of compensation,
Components of a pay structure, CTC. Job Evaluation, Factors affecting compensation and
choices in designing a compensation system.
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Introduction and Purpose of Performance Appraisal: Performance appraisal is a systematic

process of evaluating and assessing employees' job performance and providing feedback to
help them improve and develop. Its primary purpose is to:

1. Measure Employee Performance: Assessing employees' performance against

established goals, standards, and job expectations.
2. Identify Strengths and Areas for Improvement: Recognizing employees' strengths and
areas needing development to enhance performance and productivity.
3. Provide Feedback: Offering constructive feedback and guidance to employees to
support their professional growth and development.
4. Make HR Decisions: Informing decisions related to promotions, rewards, training,
and career development based on performance evaluation.

The Performance Appraisal Process: The performance appraisal process typically involves
the following steps:

1. Setting Performance Expectations: Establishing clear performance goals, objectives,

and standards for each employee.
2. Monitoring Performance: Observing and assessing employees' performance
throughout the appraisal period.
3. Documenting Performance: Recording performance data, achievements, and areas for
improvement.
4. Conducting Performance Appraisal Meetings: Reviewing and discussing employees'
performance with them, providing feedback, and setting future goals.
5. Providing Feedback: Offering constructive feedback on employees' strengths,
weaknesses, and areas for improvement.
6. Developing Performance Improvement Plans: Collaborating with employees to create
action plans to address performance gaps and enhance skills.
7. Follow-Up and Review: Monitoring progress, providing ongoing support and
feedback, and conducting periodic performance reviews.

Methods of Performance Appraisal:

  Graphic Rating Scale: Using predetermined performance criteria and rating scales to
evaluate employees' performance.
 Behaviorally Anchored Rating Scale (BARS): Describing specific behavioral
indicators of performance at different levels and rating employees accordingly.
 Management by Objectives (MBO): Setting mutually agreed-upon performance goals
and objectives, and evaluating employees' performance based on their achievement of
these goals.
 360-Degree Feedback System: Collecting feedback from multiple sources, including
supervisors, peers, subordinates, and customers, to provide a comprehensive
assessment of employees' performance.
 Critical Incident Technique: Documenting specific incidents or behaviors that
demonstrate exceptional performance or areas needing improvement.
 Forced Ranking: Ranking employees based on their performance relative to their
peers, typically using a predetermined distribution curve.

360-Degree Feedback System: 360-degree feedback involves collecting feedback from

multiple sources, including supervisors, peers, subordinates, and customers, to provide a
comprehensive assessment of employees' performance. It offers a more holistic view of an
employee's strengths, weaknesses, and development needs, enabling more accurate
performance evaluation and targeted feedback.

Problems in Appraisal: Common problems in performance appraisal include:

 Bias and Subjectivity: Evaluators' personal biases and perceptions may influence
ratings and feedback.
 Lack of Standardization: Inconsistent evaluation criteria and rating scales across
evaluators can lead to unfair or inaccurate assessments.
 Halo Effect: Allowing an employee's exceptional performance in one area to
overshadow deficiencies in other areas.
 Recency Effect: Giving undue weight to recent performance, rather than considering
the entire appraisal period.
 Lack of Feedback: Failing to provide timely and constructive feedback can hinder
employee development and motivation.

Essential Characteristics of Performance Appraisal:

 Fairness and Objectivity: Ensuring that the appraisal process is transparent, consistent,
and free from bias.
 Reliability and Validity: Using reliable and valid assessment methods to accurately
measure employee performance.
 Timeliness: Conducting performance appraisals regularly and providing timely
feedback to employees.
 Developmental Focus: Emphasizing employee development and growth rather than
just evaluation and judgment.
 Alignment with Organizational Goals: Linking performance appraisal criteria and
objectives to organizational goals and priorities.

Potential Appraisal: Potential appraisal involves identifying employees' future potential for
growth, advancement, and leadership roles within the organization. It focuses on assessing
employees' abilities, skills, and attributes that indicate their capacity for future development
and career progression.

Use of McKinsey 9-Box Matrix for Performance Management: The McKinsey 9-Box Matrix
is a performance management tool used to assess employees' performance and potential. It
categorizes employees into nine boxes based on their performance ratings and potential for
future development. This matrix helps organizations identify high-potential employees,
succession candidates, and areas for development and succession planning.

Objectives and Nature of Compensation: Compensation refers to the financial and non-
financial rewards provided to employees in exchange for their work and contributions to the
organization. Its objectives include:

 Attracting and Retaining Talent: Offering competitive compensation packages to

attract skilled candidates and retain top performers.
 Motivating Performance: Rewarding employees for their efforts and achievements to
motivate high performance and productivity.
 Ensuring Equity and Fairness: Providing fair and equitable compensation based on
employees' contributions, skills, and market value.
 Aligning with Organizational Goals: Linking compensation strategies to
organizational objectives and performance goals to drive desired behaviors and
outcomes.

Components of a Pay Structure: A pay structure typically consists of:

 Base Pay: The fixed salary or wage paid to employees for their regular work
responsibilities.
 Incentive Pay: Additional compensation provided based on individual or
organizational performance, such as bonuses, commissions, and profit-sharing.
 Benefits: Non-monetary rewards and perks provided to employees, including health
insurance, retirement plans, paid time off, and employee discounts.
 Recognition and Rewards: Formal or informal acknowledgment of employees'
contributions and achievements, such as awards, certificates, and public recognition.

CTC (Cost to Company): CTC refers to the total cost incurred by an organization in
employing an individual, including their salary, bonuses, benefits, and any other allowances
or perks provided. It provides a comprehensive view of the total compensation package
offered to an employee, including both monetary and non-monetary components.

Job Evaluation: Job evaluation is the process of systematically determining the relative worth
of different jobs within an organization to establish a fair and equitable pay structure. It
involves comparing jobs based on factors such as skill requirements, responsibilities,
complexity, and contribution to organizational objectives.

Factors Affecting Compensation and Choices in Designing a Compensation System: Factors

influencing compensation decisions include:

 Market Conditions: Supply and demand for labor, industry benchmarks, and
prevailing wage rates.
  Organizational Goals: Alignment with organizational objectives, budget constraints,
and compensation philosophy.
 Employee Performance and Contribution: Individual performance, skills, experience,
and contribution to organizational success.
 Legal and Regulatory Requirements: Compliance with labor laws, minimum wage
regulations, and equal pay requirements.
 Internal Equity: Ensuring fairness and consistency in compensation across job roles
and levels within the organization.
 External Equity: Maintaining competitiveness in the labor market and offering
compensation packages that attract and retain top talent.

Choices in designing a compensation system include:

 Pay Structure: Determining the mix of base pay, incentives, and benefits in the
compensation package.
 Pay Levels: Establishing salary ranges and pay grades based on job evaluation and
market analysis.
 Performance-Based Pay: Linking compensation to individual or organizational
performance through bonuses, incentives, and merit pay.
 Variable Pay Programs: Offering one-time bonuses, profit-sharing, or stock options
based on performance or company profitability.
 Non-Monetary Rewards: Providing benefits, perks, and recognition programs to
enhance employee satisfaction and engagement.
 Total Rewards Approach: Integrating both monetary and non-monetary rewards to
create a comprehensive compensation package that meets employees' needs and aligns
with organizational goals.

3.5
Introduction, Nature & Objectives of Industrial Relations, Factors Influencing IR,
Significance of IR, Green HRM, E-HRM, Measuring HR, managing 5 R’s, Managing
Diversity at Workplace, Employee Empowerment, HR Metrics. Introduction of IHRM, Host
Country National, Parent Country National, Third Country, Approaches to IHRM (Ethno-
centric, geocentric, and polycentric.
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Introduction, Nature & Objectives of Industrial Relations: Industrial relations refer to the
relationship between employers and employees in the workplace, as well as the interactions
between employers, employees, and their respective representatives (such as trade unions and
government agencies). Its nature is dynamic and multifaceted, influenced by economic,
social, legal, and political factors. The objectives of industrial relations include promoting
harmonious workplace relations, resolving conflicts and disputes, ensuring fair treatment of
employees, and fostering mutual cooperation and trust between labor and management.

Factors Influencing Industrial Relations:

 Economic Conditions: Economic factors such as inflation, unemployment, and

economic growth can impact labor market dynamics and industrial relations.
 Technological Changes: Advances in technology and automation can affect job roles,
skills requirements, and employment conditions, leading to changes in industrial
relations.
  Government Policies: Legislation, regulations, and government interventions in labor
relations can shape the framework for industrial relations.
 Social Factors: Societal attitudes towards work, labor unions, and collective
bargaining influence industrial relations.
 Organizational Culture: Organizational values, norms, and practices can impact
employee relations and the overall industrial climate.
 Globalization: International trade, outsourcing, and global supply chains can influence
industrial relations by affecting job security, wages, and working conditions.

Significance of Industrial Relations: Industrial relations are significant for:

 Maintaining Workplace Harmony: Promoting cooperation, mutual trust, and respect

between employers and employees to create a positive work environment.
 Conflict Resolution: Addressing disputes and conflicts through negotiation,
mediation, or arbitration to prevent disruptions and maintain productivity.
 Employee Welfare: Ensuring fair treatment, safe working conditions, and reasonable
compensation for employees to enhance job satisfaction and well-being.
 Organizational Performance: Building strong industrial relations can contribute to
increased productivity, employee engagement, and organizational success.

Green HRM: Green HRM involves integrating environmental sustainability and social
responsibility into HR practices and policies. It focuses on promoting eco-friendly practices,
reducing carbon footprint, and fostering a culture of environmental awareness and
responsibility within the organization.

E-HRM (Electronic Human Resource Management): E-HRM refers to the use of digital
technology and information systems to manage HR processes and activities. It includes
various online platforms, software applications, and databases used for tasks such as
recruitment, training, performance management, and employee communication.

Measuring HR: Measuring HR involves assessing HR practices, processes, and outcomes to

evaluate their effectiveness and impact on organizational performance. Key HR metrics may
include employee turnover rate, recruitment cost per hire, training effectiveness, and
employee satisfaction scores.

Managing 5 R’s: Managing the 5 R's refers to effectively managing the workforce by
focusing on:

 Recruitment: Attracting and selecting qualified candidates to fill job vacancies.

 Retention: Implementing strategies to retain top talent and reduce turnover.
 Reward: Designing compensation and benefits packages to motivate and reward
employees for their contributions.
 Development: Providing training, coaching, and career development opportunities to
enhance employees' skills and competencies.
 Relations: Promoting positive employee relations and addressing issues such as
grievances, conflicts, and collective bargaining.

Managing Diversity at Workplace: Managing diversity involves creating an inclusive work

environment that values and respects individual differences such as race, gender, age,
ethnicity, sexual orientation, and disability. It requires organizations to embrace diversity as a
source of strength, promote equal opportunities, and foster a culture of inclusion and
belonging.

Employee Empowerment: Employee empowerment involves delegating decision-making

authority, autonomy, and responsibility to employees at all levels of the organization. It aims
to increase employee motivation, engagement, and job satisfaction by giving them a sense of
ownership and control over their work.

HR Metrics: HR metrics are quantitative measures used to assess HR performance,

effectiveness, and impact on organizational outcomes. Examples of HR metrics include
turnover rate, absenteeism rate, time-to-fill vacancies, training ROI, and employee
engagement scores.

Introduction of International Human Resource Management (IHRM): IHRM involves

managing human resources in multinational corporations (MNCs) operating across different
countries and cultures. It encompasses activities such as expatriate management, global
staffing, cross-cultural training, and international labor relations.

Host Country National, Parent Country National, Third Country:

 Host Country National (HCN): An employee who is a citizen of the country where the
subsidiary or branch of the MNC is located.
 Parent Country National (PCN): An employee who is a citizen of the country where
the headquarters or parent company of the MNC is located.
 Third Country National (TCN): An employee who is a citizen of a country other than
the host or parent country of the MNC.

Approaches to IHRM:

 Ethnocentric Approach: Emphasizing the use of expatriates from the parent country to
fill key positions in foreign subsidiaries, with limited opportunities for local
employees.
 Geocentric Approach: Focusing on selecting the best candidates for international
assignments regardless of nationality, and promoting a global mindset and mobility
among employees.
 Polycentric Approach: Giving more autonomy to local subsidiaries and hiring host
country nationals to manage operations, while still maintaining some control and
oversight from the parent company.

3.5