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Managing Global Human Resources

Chapter 17. Part 5 | Employee Relations. Managing Global Human Resources. After studying this chapter, you should be able to:. List the HR challenges of international business. Illustrate how intercountry differences affect HRM.

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Managing Global Human Resources

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  1. Chapter 17 Part 5 | Employee Relations Managing Global Human Resources © 2008 Prentice Hall, Inc. All rights reserved. www.bzupages.com

  2. After studying this chapter, you should be able to: • List the HR challenges of international business. • Illustrate how intercountry differences affect HRM. • Discuss the global differences and similarities in HR practices. • Explain five ways to improve international assignments through selection. • Discuss how to train and maintain international employees. © 2008 Prentice Hall, Inc. All rights reserved.

  3. HR and the Internationalization of Business • The Global Challenges • Coordinating market, product, and production plans on a worldwide basis. • Creating organization structures capable of balancing centralized home-office control with adequate local autonomy. • Extending HR policies and systems to service staffing needs abroad. © 2008 Prentice Hall, Inc. All rights reserved.

  4. CulturalFactors EconomicSystems International Human Resource Management Legal and Industrial Relations Factors Intercountry Differences Affecting HRM © 2008 Prentice Hall, Inc. All rights reserved.

  5. Personnel Selection Procedure International Human Resource Management Use of Pay Incentives Purpose of Performance Appraisal Training and Development Practices Global Differences and Similaritiesin HR Practices © 2008 Prentice Hall, Inc. All rights reserved.

  6. How to Implement a Global HR System • Best practices for making a global HR system more acceptable to local managers: • Remembering that global systems are more accepted in truly global organizations. • Investigating pressures to differentiate and determine their legitimacy. • Working within the context of a strong corporate culture is best. © 2008 Prentice Hall, Inc. All rights reserved.

  7. A Global HR System (cont’d) • Best practices for developing a more effective global HR system: • Form global HR networks that make local HR managers a part of global teams. • Remember that it’s more important to standardize ends and competencies than specific methods. • Best practices for implementing the global HR system: • Remember, “You can’t communicate enough.” • Dedicate adequate resources for the global HR effort. © 2008 Prentice Hall, Inc. All rights reserved.

  8. Ethnocentric International Staffing Policy Polycentric Geocentric Staffing the Global Organization (cont’d) Top Management Values © 2008 Prentice Hall, Inc. All rights reserved.

  9. Inability of Spouse to Adjust Personality Why Expatriate Assignments Fail Personal Intentions Inability to Cope with Overseas Responsibilities Lack of Cultural Skills Family Pressures Staffing the Global Organization (cont’d) © 2008 Prentice Hall, Inc. All rights reserved.

  10. Realistic Previews Careful Screening Helping Expatriate Assignments Succeed Improved Orientation Cultural and Language Training Improved Benefits Packages Staffing the Global Organization (cont’d) © 2008 Prentice Hall, Inc. All rights reserved.

  11. Selecting Expatriate Managers • Adaptability Screening • Assessing the assignee’s (and spouse’s) probable success in handling the foreign transfer. • Overseas Assignment Inventory • A test that identifies the characteristics and attitudes international assignment candidates should have. • Realistic Previews • The problems to expect in the new job, as well as the cultural benefits, problems, and idiosyncrasies of the country. © 2008 Prentice Hall, Inc. All rights reserved.

  12. Compensating Expatriates • The “Balance Sheet Approach” • Home-country groups of expenses—income taxes, housing, goods and services, and discretionary expenses—are the focus of attention. • The employer estimates what each of these four expenses is in the expatriate’s home country, and what each will be in the host country. • The employer then pays any differences such as additional income taxes or housing expenses. © 2008 Prentice Hall, Inc. All rights reserved.

  13. Characteristics of European Labor Relations Industry-Wide Centralization Employer Organization Multiple Union Recognition Content and Scope of Bargaining International Labor Relations © 2008 Prentice Hall, Inc. All rights reserved.

  14. codetermination expatriates (expats) home-country nationals third-country nationals offshoring ethnocentric polycentric geocentric adaptability screening foreign service premiums hardship allowances mobility premiums K E Y T E R M S © 2008 Prentice Hall, Inc. All rights reserved.

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