this topic was explain by Miss Mastura. Dr. Naha not attend this class. Topic regarding ON GLOBALISING HRIS:  Moving to a Transnational Solution. We doing brainstorming to identified few company belong to which type.

1.  Multinational HRIS, it comprises a portfolio of separate, distinct organizations that are delineated by national boundaries. It is particularly adept at addressing and responding to local needs and is thus most sensitive to individual cultural and national differences. The Multinational HRIS is less focused on centralized corporate direction. The disadvantage is that such organizations can turn into multi-headed monsters, where “anything goes,” and who’s various heads don’t communicate or coordinate with one another, causing needless re-invention. And this type of organizational model can be quite suitable for large conglomerates in which there is little benefit to be gained from centralized processing or decision-making. Likewise, organizations with strong autonomous cultures can benefit from the Multinational HRIS.

  

2.  Global HRIS. At the opposite extreme is the highly centralized organization. The driving force behind the Global HRIS is a focus on maximizing efficiency and on building a single standardized organization within a uniform operating environment. Naturally, this approach minimizes the needs of local, national, and regional business units. One single, sanitary solution is developed — “one size fits all” — or is supposed to. The disadvantage to this model is the tendency to force diverse operating units into such rigid structures that they rebel, causing renegade or covert behaviours to develop outside the established standards. The Global HRIS organizational model is appropriate for organizations with a need to deliver a single standardized product (e.g., software providers) or service (e.g., telecommunications providers) to a worldwide market. The focus on efficiency and standards provides for greater volume, promotes ease of integration, and reduces overall costs. In addition, organizations with strong homogeneous cultures benefit from such a model.

 3. International HRIS. It is between these two extremes lies the third model. This model retains many of the advantages of centralized control and process, while at the same time shares best practices across local business units. This type of HRIS is useful for developing organizations that still have unbalanced skills sets and operations around the world. Resources, knowledge, innovation, etc. can be shifted and shared among operating units such that the whole is greater than the sum of its parts.

4.  Transnational HRIS. With the Transnational HRIS, regional business units are treated as distributed resources. Each one contributes to the rest of the organization based on its particular area of strength. Corporate HR consists of a complex set of processes for the coordination and facilitation of sharing among the different operational units. Although corporate headquarters still lies at the centre of this model, local units are genuinely interdependent. No one unit has more control than any other. This model is particularly useful for large, multinational conglomerates with heterogeneous cultures, under significant competitive pressures due to the increasing globalization and fast-paced change brought about by the Internet. For example, if one regional unit has developed a particularly effective solution to the challenge of recruiting, it can easily and quickly share its solution with other units around the world. HR is the advocate, and HRIS is the tool for facilitating a high degree of inter-unit information flow and coordination. Clearly, the advantage is ability to respond effectively and swiftly to the demands brought about by the Sturmund Drang of the Digital Age.

Each of these models has its advantages and disadvantages, and each is effective at exploiting a particular strategic capability — responsiveness, efficiency or earning/innovation. So each company can be at any stage based on the growth and field of business. From my opinion, now Steelcase was the International HRIS. Cause Steelcase retains many of the advantages of centralized control and process,especially at GBC KL. At the same time Steelcase shares best practices across local business units. GBC KL function as a global center that shared resources, knowledge and innovation. 

~ Globalizing HRIS: The New Transnational Model : by Karen Beaman and Alfred J.Walker~On Globalizing HRIS: Moving to a Transnational Solution by Karen V. Beaman~