Meeting Other HR Goals

2. 5 Meeting Other HR Goals Collective Bargaining and Labor Relations Managing Human Resources Globally Creating and Maintaining High-Performance Organizations

3. HRM in a Global Environment Factors Affecting HRM in International Markets Human Resource Planning in a Global Economy Selecting Employees in a Global Labor Market Training and Developing a Global Workforce Performance Management across National Boundaries Compensating an International Workforce International Labor Relations Managing Expatriates Managing Human Resources Globally 1 5 C H E A P T R

4. Ch. 15 Learning Objectives • Summarize how the growth in international business activity affects human resource management. • Identify the factors that most strongly influence HRM in international markets. • Discuss how differences among countries affect HR planning at organizations with international operations. • Describe how companies select and train human resources in a global labor market. • Discuss challenges related to compensating employees from other countries. • Explain how employers prepare managers for international assignments and for their return home.

5. The environment in which organizations operate is rapidly becoming globalized. Why? What is the impact of globalization on human resource activities? HRM in a Global Environment

6. Employees in an International Workforce • Employees in a global company may come from: • Parent country – where an organization’s headquarters is located • Host country – where an organization operates a facility other than the parent country • Third country – neither the parent or the host country of an employer • Expatriates – employees assigned to work in another country

7. Levels of Global Participation

8. Test Your Knowledge • Hans works for a company who’s headquartered in France and has foreign operations in Germany, only. Hans is a citizen of the Netherlands. Which of the following is most likely true? • Hans works for a domestic company and is from the parent country. • Hans works for a multinational company and is from the host country. • Hans works for a global company and is from a third country. • Hans works for an international company and is from a third country.

9. Factors Affecting HRM in International Markets

10. Five Dimensions of Culture

11. How did the US score? • A= True, B= False • The US scored relatively high in individualism. • The US scored high in femininity. • The US scored low on uncertainty avoidance.

12. Many companies send employees to assignments in foreign countries. What characteristics of employees for foreign assignments should be considered? Selecting Employees in a Global Labor Market

13. Emotional Cycle Associated with a Foreign Assignment

14. Training and Developing a Global Workforce Table 15.1

15. Test Your Knowledge • Employees from a high-power distance culture would feel most comfortable in a training class that: • Involved several group activities with classmates • The teacher was the expert and responded definitively to all questions • The teacher acted as a facilitator of group discussion • None of the above

16. Foreign Assignments • Would you consider taking a foreign assignment for a 6 months to 1 year duration? • A=Yes, B=No • Before you took on a foreign assignment, what would you want to know?

17. Cross-Cultural Preparation • Training to prepare employees and their family members for an assignment in a foreign country • Three phases: • Preparation – language instruction and an orientation to the foreign country’s culture • Assignment – combination of formal program and mentoring to understand the foreign country’s culture • Returning - providing information about the employee’s community and home country workplace

18. Cross-Cultural Preparation Figure 15.7

19. Compensating an International Workforce

20. Managing Expatriates • In the US 16-40% of expatriates do not complete their assignment • Challenges with managing expatriates include: • Selection • Preparing • Compensating • Managing Performance • Repatriation

21. A successful expatriate manager must have the ability to: Maintain a positive self-image Foster relationships with the host-country nationals Perceive and evaluate the host country’s environment accurately Selecting Expatriate Managers

22. Compensating Expatriates

23. Repatriation The process of preparing expatriates to return home from a foreign assignment Activities that support repatriation: Communication Validation Repatriation

24. Test Your Knowledge • Rachel, an expatriate working in Japan is feeling very uncomfortable in her surroundings. She often feels as if she has said the wrong thing. Rachel is most likely in which emotional stage of expatriation: • Honeymoon • Culture shock • Learning • Adjustment

25. Video – Outsourcing • Do you believe the argument that outsourcing is about gaining jobs although down the road? Explain. • Do you believe this outsourcing trend can be reversed? Explain.

26. Video – Jobs on the Move • Give your personal opinion of outsourcing. How do you perceive it has or will impact you personally? Do you agree with the reference to tempering corporate greed made in the video? Explain. • Discuss how the outsourcing trend affects the manner in which organizations currently manage human resources. Discuss how this trend will affect future HR management.

27. Video – Jobs on the Move • Let’s say you own a large service company that employs 1,000 people. You can save millions of dollars per year by outsourcing work to India. However, 500 jobs would be sacrificed here at home. Many of these workers have been with your company since you started it. Explain why you would outsource the work. Explain why you would not outsource the work.