International human resource management - Chapter 4

Chia sẻ: HANG NGA | Ngày: | Loại File: PPT | Số trang:30

Thêm vào BST

Báo xấu

142
lượt xem 29
download

Download Vui lòng tải xuống để xem tài liệu đầy đủ

Trong phần I, chúng tôi đã chứng minh cách thức con người đóng vai trò trung tâm trong duy trì hoạt động quốc tế. Khi nhiệm vụ quốc tế là một phương tiện quan trọng đối với nhân sự, điều quan trọng là họ được quản lý hiệu quả, và những người nước ngoài được hỗ trợ để thực hiện các kết quả đạt được. Trọng tâm của chương này, sau đó, là về tuyển dụng và lựa chọn các hoạt động trong một bối cảnh quốc tế. Chúng tôi sẽ giải quyết các vấn đề sau:...

Chủ đề:

Bình luận(0) Đăng nhập để gửi bình luận!

Lưu

Nội dung Text: International human resource management - Chapter 4

Chapter 4 Recruiting and selecting staff for international assignments 1 4 /1 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives In Part I, we demonstrated how people play a central role in sustaining international operations. As international assignments are an important vehicle for staffing, it is critical that they are managed effectively, and the expatriates are supported so that performance outcomes are achieved. The focus of this chapter, then, is on recruitment and selection activities in an international context. We will address the following issues: • the myth of the global manager • the debate surrounding expatriate failure (cont.) 2 4 /2 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Chapter objectives (cont.) • factors moderating intent to stay or leave the international assignment • selection criteria for international assignments • dual-career couples • are female expatriates different? 3 4 /3 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
The global manager • Myth 1: there is a universal approach to management • Myth 2: People can acquire multicultural adaptability and behaviours • Myth 3: There are common characteristics shared by successful international managers • Myth 4: There are no impediments to mobility 4 4/4 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Table 4-1: Current expatriate profile 5 4 /5 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Expatriate failure • Definition: Premature return of an expatriate • Now recognized that under-performance during an international assignment, and retention upon completion, should be included 6 4 /6 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Expatriate failure • What is the magnitude of the phenomenon? – Suggestion of a falling rate compared with early (1980s) studies – Evidence is somewhat inconclusive – Discussion about its magnitude has drawn attention to expatriate failure and prompted considerable research into its causes 7 4 /7 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Expatriate failure • Direct costs of failure: airfares, associated relocation expenses, and salary and training – Varies according to level of position concerned – Country of destination – Exchange rates – Whether ‘failed’ manager is replaced by another expatriate 8 4 /8 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Expatriate failure • Indirect costs (invisible) – Damaged relationships with key stakeholders in the foreign location – Negative effects on local staff – Negative effects on expatriate concerned – Family relationships may be affected 9 4 /9 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Factors moderating expatriate performance • Inability to adjust to the foreign culture • Length of assignment • Willingness to move • Work-related factors • Psychological contract 10 4/10 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 4-1: International assignments: factors moderating performance 11 4/11 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 4-2: The phases of cultural adjustment 12 4/12 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
The phases of adjustment • The U-Curve is not normative • The time period involved varies between individuals • The U-Curve does not explain how and why people move through the various phases • It may be more cyclical than a U-Curve • Needs to consider repatriation 13 4/13 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 4-3: The dynamics of the employment relationship 14 4/14 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
The employment relationship • The nature of the employment relationship – Relational: broad, open-ended and long-term obligations – Transactional: specific short-term monetized obligations • The condition of the relationship – Intact: when employee considers there has been fair treatment, reciprocal trust – Violated: provoked by belief organization has not fulfilled its obligations 15 4/15 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 4-4: Likelihood of exit 16 4/16 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Organizational commitment • Affective component: employee’s attachment to, identification with and involvement in, the organization • Continuance component: based on assessed costs associated with exiting the organization • Normative component: refers to employee’s feelings of obligation to remain 17 4/17 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Why consider the psychological contract? • Nature, location and duration of an international assignment may provoke intense, individual reactions to perceived violations • Expatriates tend to have broad, elaborate, employment relationships with greater emphasis on relational nature • Expectations and promises underpin this relationship 18 4/18 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Selection criteria • Technical ability • Cross-cultural suitability • Family requirements • Country-cultural requirements • MNE requirements • Language 19 4/19 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch
Figure 4-5: Factors in expatriate selection 20 4/20 Use with International Human Resource Management ISBN 1-84480013-X Published by Thomson Learning © Peter Dowling and Denice Welch