chapter 18 slide
TRANSCRIPT
-
8/2/2019 Chapter 18 Slide
1/22
International StaffingPolicy
-
8/2/2019 Chapter 18 Slide
2/22
Definition of StaffingStaffing usually refers to the process of recruiting, hiring,
orientating, retaining and firing employees. Staffing is
predominately a Human Resources (HR) term.
"Staffing is the function by which managers build an
organization through the recruitment, selection, anddevelopment of individuals as capable employees"
McFarland
-
8/2/2019 Chapter 18 Slide
3/22
Process of Staffing Manpower requirements
Recruitment
Selection
Orientation and Placement
Training and Development
Remuneration Performance Evaluation
Promotion and transfer
-
8/2/2019 Chapter 18 Slide
4/22
Principles of Staffing
1. Principle of job definition
2. Principle of managerial appraisal
3. Principle of open competition in promotion
4. Principle of management development
5. Principle of universal development
-
8/2/2019 Chapter 18 Slide
5/22
Problems associated with Staffing
1. Over- and under-staffing
2. Competency
3. Teamwork
4. Overconfidence
5. Fit for duty
6. Health
7. Loss of job satisfaction
-
8/2/2019 Chapter 18 Slide
6/22
Success and failure in expatriate
postingsA. Why do some expatriate posting fail?
B. Spouse adjustment
C. Perceptions of cultural distance
D. Evaluation and the duration of the posting
E. The capacities of the manager and dependents to
adjust to the new settings
-
8/2/2019 Chapter 18 Slide
7/22
Solutions Selection:
Work in the local culture
Live in the local culture
Support:Working in the local culture, and preparing to return
living in the local culture
-
8/2/2019 Chapter 18 Slide
8/22
Solution: Selection
Selection Criteria Be COMPETENT to deal with managerial technical routines.
Be able toADAPT skills to different business environments
Be able to DEAL with new opportunities and threats.
SOLVE problems quickly.
COMMUNICATE well with people from different cultures.
Be able to MOTIVATE others.
Be MOTIVATED and perceive expatriate experience.
Be an effective NEGOTIATOR.
-
8/2/2019 Chapter 18 Slide
9/22
Solution: SupportA. Support for working
B. The headquarters mentor
C. Support for living
D. Flexibility in Support
-
8/2/2019 Chapter 18 Slide
10/22
Culture shock and reverse culture
shock
Culture shock is the anxiety, feelings of frustration,alienation and anger that may occur when a person isplaced in a new culture.
A. The symptoms of culture shock
B. Coping with culture shockC. Reverse culture shock
D. Culture and reverse culture shock
-
8/2/2019 Chapter 18 Slide
11/22
The knowledge-based company
and expatriate staffing
Knowledge is the capacity to select relevant items of
information and to understand how these can beapplied. Knowledge includes-
Knowledge of the internal arrangements of the
company.
Knowledge of the external environment.
-
8/2/2019 Chapter 18 Slide
12/22
Debriefing the returned expatriate Planning strategy
Briefing negotiators
Analyzing the local firms needs and interests
Selecting, training, and briefing successors (and
spouses) Understanding the needs of both their expatriate and
local staff.
-
8/2/2019 Chapter 18 Slide
13/22
Staffing philosophy for global
operation International Staffing Decision
Approaches of Staffing
Ethnocentric
Polycentric
Geocentric
-
8/2/2019 Chapter 18 Slide
14/22
Disadvantages of Ethnocentric
Approach1. Denial of promotional opportunities to host-country
nationals,
2. Leading to reduced productivity and increased turnover.
3. The adaptation of expatriate managers to host countries
takes a long time during which home-country nationals
make poor decisions and commit mistakes.
4. For many expatriates a key international posting means
new status, authority, and increased standard of living.
-
8/2/2019 Chapter 18 Slide
15/22
Global SelectionDesigning and Implementing Global Selection Systems provides insights
and essential management tools for planning and implementing an
effective global staffing system.
Provides the basic principles of employee selection
Describes common pitfalls and the most effective best practice
strategies for global staffing issues Includes helpful sidebars with examples to assist in making the
best choices regarding selection system development and
implementation
-
8/2/2019 Chapter 18 Slide
16/22
Problems with Expatriation1. Fewer opportunities
2. Lack of Experience
3. More Timely
4. Increasing Political Risk
5. Lack of knowledge in Local Language and Culture
6. Greater Cost
7. Training
8. Disparity in Rewards
-
8/2/2019 Chapter 18 Slide
17/22
Issues in Staff selection Industry Factors
Markets
Technology
Age and Condition of the Subsidiary
Criteria for internal promotion
Criteria for Headquarters promotion
Labor Market Factors
-
8/2/2019 Chapter 18 Slide
18/22
Factors moderating performance Managers present ratings for their staff to the moderating panel.
Moderating Panel reviews ratings to ensure the actual achievement.
Where a manager presents ratings that are skewed either towards Excellent or
Unsatisfactory, the panel MUST review the scorecards to ensure that the ratings
are based on actual achievement.
The moderating panel will use the normal distribution curve as a reality check
to avoid central tendency and lack of performance differentiation.
Moderating panel assigns the final performance rating, providing reasons for
any changes.
Line Manager must document discussion pertaining to performance of their
staff as a basis for appraisal discussion.
-
8/2/2019 Chapter 18 Slide
19/22
Implications for the manager Conflict can be constructive
Use Competition
Collaboration
Avoidance
Accommodation
Compromise
-
8/2/2019 Chapter 18 Slide
20/22
Dual career couples
Dual-career couples has meant that more professionals of all kinds are
facing the problem of finding two suitable jobs in the same
geographic area. It known to most physicists as the two-body
problem.It has a particularly disproportionate impact on women in
physics.
There are two different ways in which institutions can make the
problems worse The institutions that actually give reduced consideration to those
with two-body problems,
Ignore the problem
-
8/2/2019 Chapter 18 Slide
21/22
Test Meaning:
Test means any of a wide variety of tests to measure intelligence,
personality traits, skills, interests, aptitudes, or other
characteristics; used to supplement interviews, physical
examinations, and background investigations before employment.
Types of test
i. Personality tests
ii. Intelligence tests
iii. Situational judgment tests
-
8/2/2019 Chapter 18 Slide
22/22
Interview Meaning: An interview is a conversation between two people (the interviewer and
the interviewee) where questions are asked by the interviewer to obtain
information from the interviewee.
Types:
i. Informational Interview
ii. Screening or Telephone Interview
iii. Individual Interview
iv. Small Group or Committee Interview
v. The Second or On-Site Interview
vi. Behavioral-Based Interview
vii. Task Oriented or Testing Interview
viii. Stress Interview