This lesson was given by Maria-Madela Abrudan assistant professor of the Faculty of Economics of the University of Oradea in Rumania.
THE PRESENTATION
The core of the presentation was based on the idea of the impact so significant that the globalizción is having in the management of the human resources. In the presentation Maria speaks of ) there were focusing several aspects of direction of human resources in the Rumanian subsidiaries of the multinational corporations.
CONSIDERATIONS
We must consider all the variables that moderate differences between domestic and international human resources management:
The cultural environment
The complexity involved in operating in different countries and employing different national categories of employees
One way to overcome the dilemma of cultural adaptation is to use host country-nationals to assist in devising a suitable system for appraising the local staff in the subsidiary and to advice on the conduct of the appraisal.
THE METHOD
In all Romanian subsidiaries of Multinational Corporation the establishment of agreed-upon performance standards between employees and managers is crucial to this process
each human resources department establishes objectives according to the general rules elaborated by the head-quarters.
Salary and promotion is in most times dependent upon performance appraisal.
In general, the evaluation of the personnel is done through methods like: self-evaluation, evaluation done by line manager and interview, each of those instruments being implemented and adapted according to organizational culture, objectives and dimension of company.
THE APPRAISAL SYSTEM
The appraisal system is based on two basic components: a performance evaluation, periodically done at the final of each project- planning the career development - on a period of sixth month, one year or longer.
At the end of the performance appraisal period, the counselor (a colleague of the employee, upper situated in the organization, who has the role to guide the employee in developing his career from a professional and personal point of view) and the employee will officially meet to observe if the individual goals and objectives were reached, to track down the obstacles and to establish the ways used by the employee to overcome them.
CONCLUSION
These are the general ideas of the presentation. In addition Maria illustrated all these explanations with practical examples like positive reinforcements translated in days off or discounts for the employees etc
The core of the presentation was based on the idea of the impact so significant that the globalizción is having in the management of the human resources. In the presentation Maria speaks of ) there were focusing several aspects of direction of human resources in the Rumanian subsidiaries of the multinational corporations.
CONSIDERATIONS
We must consider all the variables that moderate differences between domestic and international human resources management:
The cultural environment
The complexity involved in operating in different countries and employing different national categories of employees
One way to overcome the dilemma of cultural adaptation is to use host country-nationals to assist in devising a suitable system for appraising the local staff in the subsidiary and to advice on the conduct of the appraisal.
THE METHOD
In all Romanian subsidiaries of Multinational Corporation the establishment of agreed-upon performance standards between employees and managers is crucial to this process
each human resources department establishes objectives according to the general rules elaborated by the head-quarters.
Salary and promotion is in most times dependent upon performance appraisal.
In general, the evaluation of the personnel is done through methods like: self-evaluation, evaluation done by line manager and interview, each of those instruments being implemented and adapted according to organizational culture, objectives and dimension of company.
THE APPRAISAL SYSTEM
The appraisal system is based on two basic components: a performance evaluation, periodically done at the final of each project- planning the career development - on a period of sixth month, one year or longer.
At the end of the performance appraisal period, the counselor (a colleague of the employee, upper situated in the organization, who has the role to guide the employee in developing his career from a professional and personal point of view) and the employee will officially meet to observe if the individual goals and objectives were reached, to track down the obstacles and to establish the ways used by the employee to overcome them.
CONCLUSION
These are the general ideas of the presentation. In addition Maria illustrated all these explanations with practical examples like positive reinforcements translated in days off or discounts for the employees etc
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