Dessler ch 17-managing global human resources
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Transcript of Dessler ch 17-managing global human resources
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
1
Human Resource Human Resource ManagementManagement
ELEVENTH EDITIONELEVENTH EDITION
G A R Y D E S S L E RG A R Y D E S S L E R
© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.
Managing Global Human ResourcesManaging Global Human Resources
Chapter Chapter 1717
Part 5 | Employee RelationsPart 5 | Employee Relations
© 2008 Prentice Hall, Inc. All rights reserved. 17–2
After studying this chapter, you should be able to:After studying this chapter, you should be able to:
1.1. List the HR challenges of international business.List the HR challenges of international business.
2.2. Illustrate how intercountry differences affect HRM.Illustrate how intercountry differences affect HRM.
3.3. Discuss the global differences and similarities in HR Discuss the global differences and similarities in HR practices.practices.
4.4. Explain five ways to improve international assignments Explain five ways to improve international assignments through selection.through selection.
5.5. Discuss how to train and maintain international Discuss how to train and maintain international employees.employees.
© 2008 Prentice Hall, Inc. All rights reserved. 17–3
HR and the Internationalization of BusinessHR and the Internationalization of Business
• The Global ChallengesThe Global Challenges
Coordinating market, product, and production plans Coordinating market, product, and production plans on a worldwide basis.on a worldwide basis.
Creating organization structures capable of Creating organization structures capable of balancing centralized home-office control with balancing centralized home-office control with adequate local autonomy.adequate local autonomy.
Extending HR policies and systems to service Extending HR policies and systems to service staffing needs abroad.staffing needs abroad.
© 2008 Prentice Hall, Inc. All rights reserved. 17–4
Intercountry Differences Affecting HRMIntercountry Differences Affecting HRM
International Human Resource
Management
CulturalFactors
Legal and Industrial Relations Factors
EconomicSystems
© 2008 Prentice Hall, Inc. All rights reserved. 17–5
Global Differences and SimilaritiesGlobal Differences and Similaritiesin HR Practicesin HR Practices
International Human Resource
Management
Training and Development
Practices
Use of Pay Incentives
Purpose of Performance
Appraisal
Personnel Selection Procedure
© 2008 Prentice Hall, Inc. All rights reserved. 17–6
How to Implement a Global HR SystemHow to Implement a Global HR System
• Best practices for making a global HR system Best practices for making a global HR system more acceptable to local managers:more acceptable to local managers:
1.1. Remembering that global systems are more Remembering that global systems are more accepted in truly global organizations.accepted in truly global organizations.
2.2. Investigating pressures to differentiate and Investigating pressures to differentiate and determine their legitimacy.determine their legitimacy.
3.3. Working within the context of a strong corporate Working within the context of a strong corporate culture is best.culture is best.
© 2008 Prentice Hall, Inc. All rights reserved. 17–7
A Global HR System (cont’d)A Global HR System (cont’d)
• Best practices for developing a more effective Best practices for developing a more effective global HR system:global HR system: Form global HR networks that make local HR Form global HR networks that make local HR
managers a part of global teams.managers a part of global teams.
Remember that it’s more important to standardize Remember that it’s more important to standardize ends and competencies than specific methods.ends and competencies than specific methods.
• Best practices for implementing the global HR Best practices for implementing the global HR system:system: Remember, “You can’t communicate enough.”Remember, “You can’t communicate enough.”
Dedicate adequate resources for the global HR Dedicate adequate resources for the global HR effort.effort.
© 2008 Prentice Hall, Inc. All rights reserved. 17–8
Staffing the Global Organization (cont’d)Staffing the Global Organization (cont’d)
Ethnocentric
Polycentric
Geocentric
International Staffing Policy
Top Management Values
© 2008 Prentice Hall, Inc. All rights reserved. 17–9
Staffing the Global Organization (cont’d)Staffing the Global Organization (cont’d)
Inability of Spouse to Adjust
Inability to Cope with Overseas
Responsibilities
Lack of Cultural Skills
Why Expatriate Assignments
Fail
Personality
Personal Intentions
Family Pressures
© 2008 Prentice Hall, Inc. All rights reserved. 17–10
Staffing the Global Organization (cont’d)Staffing the Global Organization (cont’d)
Realistic Previews
Careful Screening
Cultural and Language Training
Improved Benefits Packages
Improved OrientationHelping Expatriate
Assignments Succeed
© 2008 Prentice Hall, Inc. All rights reserved. 17–11
Selecting Expatriate ManagersSelecting Expatriate Managers
• Adaptability ScreeningAdaptability Screening Assessing the assignee’s (and spouse’s) probable Assessing the assignee’s (and spouse’s) probable
success in handling the foreign transfer.success in handling the foreign transfer. Overseas Assignment InventoryOverseas Assignment Inventory
A test that identifies the characteristics and attitudes A test that identifies the characteristics and attitudes international assignment candidates should have.international assignment candidates should have.
• Realistic Previews Realistic Previews The problems to expect in the new job, as well as the The problems to expect in the new job, as well as the
cultural benefits, problems, and idiosyncrasies of the cultural benefits, problems, and idiosyncrasies of the country.country.
© 2008 Prentice Hall, Inc. All rights reserved. 17–12
Compensating ExpatriatesCompensating Expatriates
• The “Balance Sheet Approach”The “Balance Sheet Approach”
Home-country groups of expenses—income taxes, Home-country groups of expenses—income taxes, housing, goods and services, and discretionary housing, goods and services, and discretionary expenses—are the focus of attention.expenses—are the focus of attention.
The employer estimates what each of these four The employer estimates what each of these four expenses is in the expatriate’s home country, and expenses is in the expatriate’s home country, and what each will be in the host country.what each will be in the host country.
The employer then pays any differences such as The employer then pays any differences such as additional income taxes or housing expenses.additional income taxes or housing expenses.
© 2008 Prentice Hall, Inc. All rights reserved. 17–13
International Labor RelationsInternational Labor Relations
Industry-Wide Centralization
Content and Scope of
Bargaining
Employer Organization
Multiple Union Recognition
Characteristics of European Labor
Relations
© 2008 Prentice Hall, Inc. All rights reserved. 17–14
K E Y T E R M SK E Y T E R M S
codeterminationcodetermination
expatriates (expats)expatriates (expats)
home-country nationalshome-country nationals
third-country nationalsthird-country nationals
offshoringoffshoring
ethnocentricethnocentric
polycentricpolycentric
geocentricgeocentric
adaptability screeningadaptability screening
foreign service premiumsforeign service premiums
hardship allowanceshardship allowances
mobility premiumsmobility premiums