Saturday, December 31, 2011

नये साल पर चन्द पंक्तियॉ ……आपके लिये

नया साल तो जश्न का बस एक बहाना होता है ।
तारीखे बदल जाती है ,
               मगर जमाना तो वही होता है ।
आप तो मना लोगे जश्न कोठियो मे ,
      मगर उनका क्या , जिनको जीवन खुले मे बिताना होता है ।
हो सके तो ले लो दर्द उधार उनके ,
              यही है वो उधार जो कभी नही चुकाना होता है ।
इस नये साल मे ऐसा नया क्या है ,
नया तो ये जीवन ही है , जिसमे कुछ करके के दिखाना होता है ।  
                                         Bhishmendra Kumar Pathak


Tuesday, December 6, 2011

HRM In Global and International Environment

Hello , friends , actully i am working on  Dissertation (research report ) on this topic for fullfilment of my MBA (HR), Now i am posting a little about this topic , if you further needs content related to this , Let me know ......

a multinational corporation varies from firm to firm. It also depends on whether the manager is located in a global corporation’s headquarters or onsite in a foreign subsidiary.
Broadly defined, international human resource management (IHRM) is the process of procuring, allocating, and effectively utilizing human resources in a multinational corporation. If the MNC is simply exporting its products, with only a few small offices in foreign locations, then the task of the international HR manager is relatively simple. However, in global firms human resource managers must achieve two somewhat conflicting strategic objectives. First, they must integrate human resource policies and practices across a number of subsidiaries in different countries so that overall corporate objectives can be achieved. At the same time, the approach to HRM must be sufficiently flexible to allow for significant differences in the type of HR policies and practices that are most effective in different business and cultural settings.
This problem of balancing integration (control and coordination from HQ) and differentiation (flexibility in policies and practices at the local subsidiary level) have long been acknowledged as common dilemmas facing HR and other functional managers in global corporations. Although some argue that IHRM is not unlike HRM in a domestic setting, others point out that there
are significant differences. Specifically compared with domestic HRM, IHRM (I) encompasses more functions, (2) has more heterogeneous functions, (3) involves constantly changing perspectives, (4) requires more involvement in employees’ personal lives, (5) is influenced by more external sources, and (6) involves a greater level of risk than typical domestic HRM.
When compared with domestic human resource management, IHRM requires a much broader perspective on even the most common HR activities. This is particularly so for HR managers operating from a MNC’s headquarters (HQ). The number and variety of IHRM activities are daunting. International HR managers must deal with issues as varied as international taxation; international relocation and orientation; various other administrative services for expatriates; selecting, training and appraising local and international employees; and managing relations with host governments in a number of countries around the world.
Even when dealing with one particular HR function area such as compensation, the international HR manager is faced with a great variety of national and international pay issues. For example, while dealing with pay issues, the HQ-based HR manager must coordinate pay systems in different countries with different currencies that may change in relative value to one another over time. An American expatriate in Tokyo who receives a salary of $100,000 may suddenly find the buying power of that salary dramatically diminished if the Japanese yen strengthens in value relative to the US dollar. A US dollar purchased 248 yen in 1985, but less than 110 yen in 2000.
In the case of fringe benefits provided to host company employees, some interesting complications might arise. For instance, it is common in the United States to provide health insurance benefits to employees and the employee’s family, which usually means spouse and children. In some countries however, the term “family” may include a more extended group of relatives—multiple spouses, aunts, uncles, grandparents, nephews, and nieces. How does the firm’s benefit plan deal with these different definitions of family?
A final aspect of the broader scope of IHRM is that the HQ-based manager deals with employee groups that have different cultural backgrounds. The HQ manager must coordinate policies and procedures to manage expatriates from the firm’s home country (parent country nationals, PNCs), host-country nationals (HCNs), as well as third country nationals (TCNs, e.g. a French manager working for an American MNC in the firm’s Nigerian subsidiary) in subsidiaries around the world.
Although such issues are important for the HQ-based manager, they are also relevant to the HR manager located in a subsidiary. This manager must develop HR systems that are not only acceptable to the host country but also compatible with company-wide systems being developed by his or her HQ-based counterpart. These policies and practices must effectively balance the needs and desires of local employees, PCNs and TCNs.
It is at the subsidiary level that the increased involvement of IHRM in the personal lives of employees becomes particularly apparent. It is not unusual for subsidiary HR managers to be involved in arranging housing, healthcare, transportation, education, and recreation activities for expatriate and local staff.
IHRM activities are also influenced by a greater number of external forces than are domestic HR activities. The HQ-based manager may have to set equal employment opportunity (EEO) policies that meet the legal requirements of both the home country and a number of host countries. Because of the visibility that foreign firms tend to have in host countries (especially in developing countries), subsidiary HR managers may have to deal with ministers, other political figures, and a great variety of social and economic interest groups than would normally be encountered in a purely domestic HRM.

Thursday, April 14, 2011


बशीर बद्र साहब की एक बहुत ही हृदयस्पर्शी और मशहूर ग़ज़ल है. इसके दो शेर मुझे खासतौर पर पसंद हैं ...
कोई हाथ भी ना मि‍लाएगा, जो गले मि‍लोगे तपाक से
ये नए मि‍ज़ाज़ का शहर है, ज़रा फा़सले से मि‍ला करो

अभी राह में कई मोड़ हैं, कोई आएगा कोई जाएगा
तुम्हे जि‍सने दि‍ल से भुला दि‍या, उसे भूलने की दुआ करो

Wednesday, April 13, 2011

Godan - A great novel by Munshi PREAMCHAND in hindi free download

  for all hindi readers   here i ll give a link for download the great novel by Munshi Pramchand ,,,,,,,,,,,,,

so download  it and enjoys the hindi reading ,,,,,,,,,, bcause it is awosme..........

.click here 

Tuesday, April 12, 2011

Hindi Poem by Bhishmendra Kr. Pathak

कितनी  अच्छी  होगी  ये  दुनिया, अगर सभी यहाँ अच्छे हों  
कितने खुश होंगे बापू जी , अगर सभी यहाँ सच्चे हों 

प्रेम , अहिंसा बनी रहे दुनिया में , यह कब हो पायेगा 
हो सकता है यह तब जब , सभी यहाँ दिल के कच्चे हों 

सोचो इस दुनिया में क्या कोई भेदभाव रह पायेगा ,
हो सकता है यह भी , अगर सभी यहाँ मन के बच्चे हों 

क्या कभी ये  हमारी दुनिया  सभी से  न्यारी होगी 
...................... या फिर आज की तरह बेचारी होगी

यह भी सच हो सकता है, अगर हम सभी के इरादे पक्के हों

पर चाहने क्या होता है  ,होता तो दिल लगाने से है  ,
अगर लग गया हमारा दिल इस और

तो क्या पता हम ही तुरुप के इक्के हो  ,,,

                                                                                                           written on 24 nov 2010