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International Human Resource Management

International Human Resource Management. Staffing international operations for sustained global growth. Managing people in a multinational context. Chapter Objectives. We focus on the ‘managing the people’ aspect of IHRM: Issues relating to staffing foreign operations

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International Human Resource Management

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  1. International Human Resource Management Staffing international operations for sustained global growth Managing people in a multinational context

  2. Chapter Objectives • We focus on the ‘managing the people’ aspect of IHRM: • Issues relating to staffing foreign operations • The reasons for using international assignments:filling positions and developing managers and organizations. • Various types of international assignments:short term, extended and longer term; • Various non-standard arrangements:commuter, rotator, contractual and virtual • The role of expatriates and non-expatriates in supporting international business activities • Return on investment of international assignments • The role of the corporate HR function in MNEs

  3. Terms Expatriate roles: Assignments: short-term extended traditional commuter rotational contractual virtual agent of direct control agent of socialization language node network builder boundary spanner ROI approach Approaches to staffing: ethnocentric polycentric geocentric regiocentric inpatriates expatriates flexpatriates 3

  4. Table4-1a The advantages and disadvantages of using PCNs 4

  5. Table4-1b The advantages and disadvantages of using TCNs 5

  6. Table4-1c The advantages and disadvantages of using HCNs 6

  7. Figure4-1 Determinants of staffing choices 7

  8. Reasons for International Assignments Position filling Management development Organization development 8

  9. Types of international assignments IHRM Chapter 4 • Short term up to 3months • Extended up to 1year • Long term (traditional expatriate assignment) 1 to 5 years • Some non-standard assignments: • Commuter go home every one to two weeks • Rotational commute for set period followed by break in home country • Contractual specific skills employees hired for 6 to 12 months on specific projects • Virtual employee manages international responsibilities from home country base 9

  10. Differences between traditional and short-term assignments Table4-2 10

  11. Figure4-2 The roles of an expatriate 11

  12. Figure4-3 ROI indicators for calculating international assignments 12

  13. 4-steps to calculate expatriate ROI Identify financial and non-financial costs and benefits. Link the costs and benefits to the purpose of the long-term assignment. Identify the appropriate antecedents from a system’s perspective. Conduct the calculation at an appropriate time within the context of the assignment’s purpose. 13

  14. Table4-3 Various roles of corporate HR 14

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