Human Resource Management - Chapter 17

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After studying this chapter, you should be able to: 1. List the HR challenges of international business. 2. Illustrate how intercountry differences affect HRM. 3. Discuss the global differences and similarities in HR practices. 4. Explain five ways to improve international assignments through selection.

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Human Resource Human Management Management ELEVENTH EDITION 1 G A R Y D E S S L E R Part 5 | Employee Relations Chapter 17 Managing Global Human Resources © 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook All rights reserved. The University of West Alabama All
After studying this chapter, you should be able to: 1. List the HR challenges of international business. 2. Illustrate how intercountry differences affect HRM. 3. Discuss the global differences and similarities in HR Discuss practices. practices. 4. Explain five ways to improve international Explain assignments through selection. assignments 5. Discuss how to train and maintain international Discuss employees. employees. © 2008 Prentice Hall, Inc. All rights reserved. 17–2
HR and the Internationalization of Business • The Global Challenges  Coordinating market, product, and production plans Coordinating on a worldwide basis. on  Creating organization structures capable of Creating balancing centralized home-office control with adequate local autonomy. adequate  Extending HR policies and systems to service Extending staffing needs abroad. staffing © 2008 Prentice Hall, Inc. All rights reserved. 17–3
Intercountry Differences Affecting HRM Cultural Economic Factors Systems International Human Resource Management Legal and Industrial Relations Factors © 2008 Prentice Hall, Inc. All rights reserved. 17–4
Global Differences and Similarities in HR Practices Personnel Selection Procedure International Purpose of Use of Pay Human Resource Performance Incentives Appraisal Management Training and Development Practices © 2008 Prentice Hall, Inc. All rights reserved. 17–5
How to Implement a Global HR System • Best practices for making a global HR system Best more acceptable to local managers: more 1. Remembering that global systems are more Remembering accepted in truly global organizations. accepted 2. Investigating pressures to differentiate and Investigating determine their legitimacy. determine 3. Working within the context of a strong corporate Working culture is best. culture © 2008 Prentice Hall, Inc. All rights reserved. 17–6
A Global HR System (cont’d) • Best practices for developing a more effective Best global HR system: global  Form global HR networks that make local HR Form managers a part of global teams. managers  Remember that it’s more important to standardize Remember ends and competencies than specific methods. ends • Best practices for implementing the global HR Best system: system:  Remember, “You can’t communicate enough.”  Dedicate adequate resources for the global HR Dedicate effort. effort. © 2008 Prentice Hall, Inc. All rights reserved. 17–7
Staffing the Global Organization (cont’d) Top Management Values Ethnocentric International Staffing Polycentric Policy Geocentric © 2008 Prentice Hall, Inc. All rights reserved. 17–8
Staffing the Global Organization (cont’d) Inability of Spouse Personality to Adjust Why Expatriate Inability to Cope Personal with Overseas Assignments Intentions Responsibilities Fail Lack of Family Cultural Skills Pressures © 2008 Prentice Hall, Inc. All rights reserved. 17–9
Staffing the Global Organization (cont’d) Realistic Previews Careful Screening Helping Expatriate Improved Orientation Assignments Succeed Cultural and Language Training Improved Benefits Packages © 2008 Prentice Hall, Inc. All rights reserved. 17–10
Selecting Expatriate Managers • Adaptability Screening  Assessing the assignee’s (and spouse’s) probable Assessing success in handling the foreign transfer. success  Overseas Assignment Inventory A test that identifies the characteristics and attitudes test  international assignment candidates should have. international • Realistic Previews Realistic  The problems to expect in the new job, as well as the The cultural benefits, problems, and idiosyncrasies of the country. country. © 2008 Prentice Hall, Inc. All rights reserved. 17–11
Compensating Expatriates • The “Balance Sheet Approach”  Home-country groups of expenses—income taxes, Home-country housing, goods and services, and discretionary expenses—are the focus of attention. expenses—are  The employer estimates what each of these four The expenses is in the expatriate’s home country, and what each will be in the host country. what  The employer then pays any differences such as The additional income taxes or housing expenses. additional © 2008 Prentice Hall, Inc. All rights reserved. 17–12
International Labor Relations Characteristics of European Labor Relations Content and Industry-Wide Employer Multiple Union Scope of Centralization Organization Recognition Bargaining © 2008 Prentice Hall, Inc. All rights reserved. 17–13
KEY TERMS codetermination expatriates (expats) home-country nationals third-country nationals offshoring ethnocentric polycentric geocentric adaptability screening foreign service premiums hardship allowances mobility premiums © 2008 Prentice Hall, Inc. All rights reserved. 17–14