Transnational HR Systems

Multinational, Global, International and Transnational are the four types of HRIS organizational models. Multinational HRIS is a portfolio of separate, distinct organizations that are de-lineated by national boundaries within each independent organization; many key assets, responsibilities, and decision-making are localized. While the global organization views overseas operations. The International HRIS organization views overseas units as appendages that exist.The great advantage of the International model is its focus on learning and innovation

            Transnational HRIS model is particularly useful for large, multinational companies with heterogenous cultures, under significant competitive pressures due to the increasing of globalization. For example, if one regional unit has developed a particularly effective solution to the challenge recruiting, it can easily and quickly share its solution with other units around the world. Human Resource Information System  is the tool for facilitating a high degree of inter-unit information flow and coordination.

            On top of that, he transnational management of human resources represents a desirable tendency of valorization and valuation of national socio-cultural differences and resemblances through the correlation of the managerial groups’ competences of recognizing, stimulating and consolidating the cooperation in conditions of socio-cultural heterogeneity, both between different national environments and within the enterprises,on the contrary, with the competences of the employed, trained in national socio-cultural heterogeneous environments. So, its object is the management of national socio-cultural differences and resemblances.

The model for building a world-class transnational organization, exploring in detail thee critical components: strategic visioning, organizational development, and people orientation – or “global mindset”. While globalization is clearly a multi-faceted issue, three critical success factors are the establishment of a shared vision and common set of guiding principles, the alignment of the company’s organization model with their overall strategic objectives, and the development globally alert leaders who have the ability to identify and leverage opportunities for competitive advantage.

When the organizations are clearly a product of their leaders’ vision, beliefs, and values, they are also heavily influenced by their cultural origin and administrative heritage – or corporate history – as well as by the attitudes and orientations of the people who populate them. The new chaordic, Transnational HR business model brings together this corporate heritage, along with the vision and values of the enterprise, the organization’s structure, and the global orientation of its associates. Together with a foundation of well-defined, structured business processes and the appropriate supporting technology, the emerging chaordic, Transnational HR Model comprises the following five core components:

1.      Vision – sets the overarching framework, direction, and values for the organization

2.      Organization – defines the organizational structure that the enterprise will function within

3.      People – comprises the organization’s associates – their skills, competencies, and orientations

4.      Process – delineates the processes that individuals in the organization are to follow

5.      Technology – provides the underlying infrastructure to support the people and the processes
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References:

·         Dr. Nur Naha Abu Mansor, Transnational HRIS, Part 1, 2, HR Systems Architecture and Service Delivery and Model. : http://powerpoint.office.live.com/p/PowerPointView.aspx?FBsrc=http%3A%2F%2Fwww.facebook.com%2Fdownload%2Ffile_preview.php%3Fid%3D352272058196528%26metadata&access_token=100000183094882%3AAVL-Rq6N8vbyX6wXtx_KK1IPncWrh-BfUgcLrfj_TyJFow&title=Transnational+HRIS_Part+1%2C++2-1.ppt  (Retrieved on 20^th October 2012)

·         Brigitte Ielics,The Transnational Management of Human Resources – a useful answer to thetodays European realities: www.upm.ro/proiecte/EEE/Conferences/papers/S204.pdf (retrieved on 21st October 2012)

·         Karen V. Beaman (2003), The New Transnational HR Model:Building a Chaordic Organization : www.jeitosa.com/wp-content/uploads/.../New-transnational-doc.pdf (retrieved on 21st October 2012)