Mgmt 440 Spring 2012 HRM Chapter 17 International HRM Gomezmejia_mhr7_inppt17

7/30/2019 Mgmt 440 Spring 2012 HRM Chapter 17 International HRM Gomezmejia_mhr7_inppt17

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Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall

International

HRM Challenge

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Chapter 17


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Chapter 17 Objectives

Specify the HRM strategies that aremost appropriate for firms at differentstages of internationalization.

Identify the best mix of host-countryand expatriate employees given theconditions facing the firm.

Explain why international assignmentsoften fail and the steps a firm can taketo ensure success in this area.

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Chapter 17 Objectives

Reintegrate returning employees intothe firm after they complete aninternational assignment.

Develop HRM policies and proceduresthat match the needs and values ofdifferent cultures.

Consider ethical implications of HRMpolicies and procedures on a globalbasis.

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Stages of International Involvement

Outsourcing Used extensively by firms in stages 3 to 5

Challenges include

Online security

Safety issues

Client complaints

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Falling Barriers Trade, production, services, and finances

barriers largely disappeared


7/22Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall

The Mix of Host-Country and Expatriate Employees

Wholly owned subsidiary and jointventures

Must decide who will manage overseasunit

Three approaches Ethnocentric approach

Polycentric approach

Geocentric approach

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The Mix of Host-Country and Expatriate Employees

Reliance on expatriates increases when:

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Sufficient local talent is not available

Part of firms overall business strategy isto create a corporate-wide global vision

International units and domesticoperations are highly interdependent

The political situation is unstableAre significant cultural differences

between the host and home countries


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Challenges of Expatriate Assignments

Difficulties on Return

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Lack of respect of acquired skills

Loss of status

Poor planning for return position

Reverse culture shock


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Developing HRM Policies: Caveats

National culture may be an elusive concept Culture changes over time

Companies sometimes blame internationalpersonnel problems on culture without study

Virtually no data on the success/failure ofHRM practices as a function of culture

Different cultures often have very different

notions of right and wrong The business laws of other countries often

force companies to change their practices

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Other International HR Considerations

Ethics and Social Responsibility Many ethical dilemmas face

expatriates

Ethical and legal are not the sameForeign Corrupt Practices Act (1977)

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Political Risk

Government pressures can impactoperations negatively.

Expatriates often get caught in themiddle


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Mgmt 440 Spring 2012 HRM Chapter 17 International HRM Gomezmejia_mhr7_inppt17

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