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COMPONENTS OF HRM

COMPONENTS OF HRM . Recruitment Selection Training & Development Performance Appraisal Compensation Labor Relations. INTERNATIONAL HRM. Basic HRM issues remain Must choose a mixture of international employees How much to adapt to local conditions?.

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COMPONENTS OF HRM

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  1. COMPONENTS OF HRM • Recruitment • Selection • Training & Development • Performance Appraisal • Compensation • Labor Relations

  2. INTERNATIONAL HRM • Basic HRM issues remain • Must choose a mixture of international employees • How much to adapt to local conditions?

  3. EMPLOYEES IN MULTINATIONAL ORGANIZATIONS • Local country nationals (LCNs) • Expatriate workers or home country nationals (HCNs) • Third country nationals (TCNs)

  4. IHRM ORIENTATIONS • Ethnocentric • Polycentric • Regiocentric • Global

  5. IHRM ORIENTATION AND MULTINATIONAL STRATEGY • Early stages of internationalization = ethnocentric IHRM • Multilocal strategies = ethnocentric or regiocentric • Regional strategy = closer to the global

  6. International strategy = ethnocentric or polycentric IHRM • Transnational strategies = a global IHRM

  7. MULTINATIONAL MANAGERS • Host country or expatriate?

  8. USING HOST COUNTRY MANAGERS • Do they have the expertise for the position? • Can we recruit them from outside the company?

  9. USING EXPATRIATE MANAGERS • Do parent country managers have the appropriate skills? • Are they willing to take expatriate assignments? • Do any laws affect the assignment of expatriate managers?

  10. IS THE EXPATRIATE WORTH IT? • High cost • High failure rate

  11. EXHIBIT 11-3 PAYING FOR THE EXPATRIATE MANAGER

  12. REASONS FOR U.S. EXPATRIATE FAILURE • Spouse fails to adapt • Manager fails to adapt • Other problems within the family • Personality of the manager • Level of responsibilities

  13. Lack of technical proficiency • No motivation for assignment

  14. MOTIVATIONS TO USE EXPATS • Managers acquire international skills • Coordinate and control operations dispersed activities • Communication of local needs/strategic information to headquarters

  15. KEY EXPATRIATE SUCCESS FACTORS • Professional/technical competence • Relational abilities • Motivation • Family situation • Language skills • Willingness to accept position

  16. PRIORITY OF SUCCESS FACTORS • Depends on : • Assignment length • Cultural distance • Amount of required interaction with local people • Job complexity/responsibility

  17. EXHIBIT 11.5 SHOWS A DECISION MATRIX USED TO SET PRIORITIES OR DIFFERENT SUCCESS FACTORS DURING SELECTION

  18. EXPATRIATE TRAINING

  19. TRAINING RIGOR The extent of effort by trainees and trainers required to prepare the trainees for expatriate positions

  20. LOW RIGOR TRAINING • Short time period • Lectures • Videos on local culture • Briefings on company operations company operations

  21. HIGH RIGOR TRAINING • Lasts over a month • Experiential learning • Extensive language training • Often includes interactions with host country nationals

  22. EXHIBIT 11.6 SHOWS VARIOUS TRAINING TECHNIQUES AND THEIR OBJECTIVES AS THE RIGOR OF THE CROSS- CULTURAL TRAINING GROWS

  23. EXHIBIT 11.8 SHOWS SOME OF THE TRAINING CONTENT THAT HELPS SUPPORT A COMPANY'S MULTINATIONAL STRATEGY

  24. CHALLENGES OF EXPATRIATE PERFORMANCE APPRAISAL • Unreliable data • Complex and volatile environments • Time differences and distance separation • Local cultural situations

  25. STEPS TO IMPROVE THE PROCESS 1. Fit the evaluation criteria to strategy. 2. Fine tune the evaluation criteria 3. Use multiple evaluators with varying periods of evaluation

  26. EXHIBIT 11.9 • Shows several sources of information a superior or the HRM professionals may use to evaluate an expatriate managers

  27. EXPATRIATE COMPENSATION

  28. THE BALANCE SHEET APPROACH • Provides a compensation package that equates purchasing power

  29. BALANCE SHEET COSTS • Allowances for cost of living, housing, utilities, furnishing, educational expenses, medical expenses, club memberships, and car and/or driver expenses

  30. OTHER APPROACHES • Parent country wages everywhere • Wean expatriates from allowances • Pay based on local or regional markets • Cafeteria selection of allowances • Global pay systems

  31. THE REPATRIATION PROBLEM • Difficult for many organizations • "Reverse culture shock" • Expatriates must relearn own national and organizational culture • Includes whole family

  32. STRATEGIES FOR SUCCESSFUL REPATRIATION PROVIDE: • A strategic purpose for repatriation • A team to aid the expatriate • Home country information sources • Training and preparation for the return • Support for expatriate and family

  33. INTERNATIONAL ASSIGNMENTS FOR WOMEN TWO IMPORTANT "MYTHS" • Myth 1: women do not wish to take international assignments • Myth 2: women will fail in international assignments because of the foreign culture's prejudices against local women

  34. SUCCESSFUL WOMEN EXPATRIATES • Foreign not female • Emphasize nationality not gender • The woman's advantage • Strong in relational skills • A wider range of interaction options

  35. CONCLUSIONS • HRM functions • IHRM challenges • IHRM orientations • Expatriate managers • The role of women in multinational organizations

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