Download - Human Resource Management Lecture-44. Managing Human Resources in an International Business
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Human Resource Human Resource ManagementManagement
Lecture-44
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Managing Human Resources in an
International Business
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Stages of a Global
Organization
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Domestic
International
Multinational
Global or Trans-national
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Why?
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The Evolution of Global Business
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Exporting - Selling abroad
Licensing - Organization grants a foreign firm the right to use intellectual properties
Franchising - Parent company grants another firm the right to do business in a prescribed manner
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Multinational corporation - Firm that is based in one country and produces goods or provides services in one or more foreign countries
Global corporation - Has corporate units in a number of countries that are integrated to operate as one organization worldwide
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ExpatriateA citizen of one country
living and working in another country.
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Multinational Corporation (MNC)
A firm with assembly and production facilities in several countries and regions of the world.
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Transnational Corporation
A firm with operations in many countries and highly decentralized operations. The firm owes little allegiance to its country of origin and has weak ties to any given country.
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HR and International
Business Challenge
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What HRM strategies are appropriate at different stages of internationalization?
How is the best employee mix (host-country and expatriate) determined?
Why do international assignments fail?
How are returning employees re-integrated into the firm?
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Development
Knowledge & innovation dissemination
Identifying and development talent on a global basis
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How Inter-country difference affects
HRM?
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Cultural factors
Economic factors
Labor cost factors
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Cultural Perspective
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Cultural Environment
Language, religion, values, attitudes, education, social organization, technology,
politics, and laws of a country
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Dimensions to Culture
Power distance
Individualism
Uncertainty avoidance
Masculinity/femininity
Long-term/short-term orientation
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Dimensions on Which Cultures
Differ
Dimensions on Which Cultures
Differ
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The nature of peopleHow people relate to othersPrimary mode of activityConception of spaceTime orientation
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Impact of Culture on
IHRM Practices
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Aspects of culture you can see
Dress FoodClimateHousing
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Aspects of culture you
can’t see
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Communication style What motivates people Role expectations Negotiation styles Non-verbal communication Tempo of work How tasks are assigned Attitude toward authority
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Cross-Cultural Differences in the
Workplace
Cross-Cultural Differences in the
Workplace
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How interviews should be conductedHow managers should act with their
subordinatesHow negotiations should be conductedHow training should be deliveredHow people should be paid for work
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Difference in economic systems
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In free enterprise systems-the need for efficiency tends to favor HR policies that value
productivity, efficient workers and staff cutting where market
dictate
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In more socialist systems, HR practices tend to shift
toward preventing unemployment, even at the
expense of sacrificing efficiency
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Why Discuss IHRM?
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Becoming truly global requires effective management of a
diverse international labor force
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International HR Management is the strategic integration and alignment of HR practices with business objectives to enhance firm and employee performance around the globe
Defining “IHRM”
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Think about how you would get talent IN → THROUGH → OUT of an organization on a global scale:
–Recruiting–Selection –Compensation–Benefits–Performance Management–Training
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Global HR: HR Planning
In deciding level of international involvement of the business….
–HR provides information about relevant HR issues (e.g., local market pay rates, labor laws)
Decisions about where & how many employees are needed for each facility
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International StaffingRecruitment
Selection
Training and Development
Key IssuesKey Issues
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Global HR: Selection Identify host-country, parent-country, & third-
country nationals
–Hire locally? For which jobs?
Anticipate emotional cycle associated with foreign assignment:
–Culture shock
–Learning
– adjustment
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Consider criteria associated with success in working overseas:–Competence in area of expertise–Ability to communicate verbally & nonverbally in
foreign country–Flexibility, tolerance of ambiguity, & sensitivity to
cultural differences–Motivation to succeed & enjoyment of challenges–Willingness to learn about country’s culture, language,
customs–Support from family members
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Selection of Employees for International
Assignments
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Emphasize cultural sensitivity as a selection criteria
Establish a selection board of expatriates
Require previous international experience
Screen candidates’ spouses and families
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Global HR: Training & Development
Consider differences when developing training–Norms for participation? Language?
Content? Cross-cultural preparation for international
assignment (departure, assignment, return) International assignments as a part of career
paths (development)–Process for identifying employees
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Four Step Approach to Training Overseas
Candidates
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Level 1 training focuses on the impact of cultural differences, and on raising trainees’ awareness of such differences and their impact on business outcomes.
Level 2 training aims at getting participants to understand how attitudes (both negative and positive) are formed and how they influence behavior.
Level 3 training provides factual knowledge about the target country.
Level 4 training provides skill building in areas like language and adjustment and adaptation skills.
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Global HR: Performance Mgmt
Consider legal requirements, local business practices, national culture
Think about–What is rated & how it is rated–How much performance is measured–Norms for providing feedback
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Global HR: Compensation
Pay level & relative worth of jobs may differ across counties (e.g., different labor markets)
Pay consistency vs. tailoring to location?
Consider company costs & ability to compete
Incentive pay
Benefits – legal issues, expectations
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Why International Assignments
Fail ?
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Career blockage
Culture shock
Lack of pre-departure cross-cultural training
Overemphasis on technical qualifications
Family problems
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Upon Return
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Lack of Respect for Acquired Skills
Loss of Status
Poor Planning for Return Position
Reverse Culture Shock
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Managing Host Country Employees
Managing Host Country Employees
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Adjust HRM practices to the norms and culture of the host country.
Develop training programs that are compatible with the host country’s views of the educational process.
Develop compensation systems that are adapted to what motivates employees in the host culture.
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Let’s stop
it here
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Summary
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Managing Human Resources in an
International Business
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How Inter-country difference affects
HRM?
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Cultural factors
Economic factors
Labor cost factors
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Why Discuss IHRM?
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Why International Assignments
Fail ?
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Upon Return