Effective International Human Resource Management - PowerPoint PPT Presentation

Loading...

PPT – Effective International Human Resource Management PowerPoint presentation | free to view - id: 2572f7-NTliN



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Effective International Human Resource Management

Description:

It must work to retain expatriates where needs are the greatest. It should transfer the expatriates in the most cost-effective manner. ... – PowerPoint PPT presentation

Number of Views:79
Avg rating:3.0/5.0
Slides: 25
Provided by: ValuedGate862
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Effective International Human Resource Management


1
Chapter 8
  • Effective International Human Resource Management

2
Learning Objectives
  • Understanding why many expatriates fail in their
    foreign assignments
  • Understanding how to reduce expatriate failures
  • How to select the right expatriate
  • Understanding how to find and develop global
    expatriate
  • Show how to administer expatriate programs
  • Understanding expatriate compensations policy

3
Who Is an Expatriate?
  • An ____________ sent abroad to manage a firms
    foreign _____________ is referred to as
    expatriate.

4
why expatriates fail?
  • These executives fail in their ______ assignments
    because of various reasons such as
  • Adaptation Problem.
  • Getting use to foreign countrys physical and
    ______ environments.
  • Varying technical sophistication.

5
why expatriates fail?
  • Company-country conflicting objectives and
    policies.
  • Overcentralization.
  • limits the authority of expatriate in ______
    making.
  • Gender - cultural biases against ______ in host
    countries.

6
Why Expatriates Fail?
  • Inadequate __________ programs or lack of
    repatriation policy.
  • Repatriation problems result when the returnee
    feels that
  • He or she has missed opportunities at home,
  • Will not duplicate the living standard enjoyed
    abroad,
  • Being judged poorly because of ______ behavior
    and.
  • The skilled acquired abroad will not be utilized
    at _____.

7
Pitfalls in the Human Resource Planning Function
  • Poor management of human resources as lesser role
    assigned to human resource managers.
  • Inadequate selection criteria for foreign
    assignments by placing total emphasis on _______
    skills and lack of relational skills.
  • Failure to consider the family situation factor.
  • Lack of adequate _______ for foreign assignments.
  • Duration of assignment.
  • Underutilization of women expatriates.

8
Implications Of U.S., ________, And European
Expatriate Practices
  • Top management must pay attention to the
    _________ HRM.
  • Relational skills contribute heavily to
    expatriate failures, managers selecting
    expatriates need to pay more attention to this
    criterion.

9
Implications Of U.S., Japanese, And European
Expatriate Practices
  • Top management must sponsor rigorous training
    programs aimed to prepare _______ for foreign
    assignments.
  • Top management needs to be _______ in foreign
    assignments.

10
Implications Of U.S., Japanese, And European
Expatriate Practices
  • MNCs must develop programs to attend to the needs
    and aspirations of expatriates.
  • Managers should consider the ________ spouse and
    children.
  • International enterprises need to use women in
    their foreign operations to a much ______ extent
    then they do now.

11
How to Reduce Expatriate Failures
  • Selecting the right expatriate is very essential.
  • One criteria of selecting the right expatriate is
    finding out how _____ an individual gets along
    with his or her family.
  • It is important to know why the candidate wants
    the foreign assignment.

12
  • Select only the candidates that show sign of
    _______ in overseas assignment.
  • Provide adequate training.
  • Set up support system.
  • Assessing expatriates effectiveness potential.
  • Expatriate managers must l______ well,
  • Expatriate managers must be patient.
  • Expatriate managers must have ______ for the
    locals.

13
Pre-departure Orientation
  • The followings components should be included in
    the pre-departure orientation of expatriates and
    their ______
  • Cultural briefing
  • Assignment briefing
  • _______ requirements
  • Language training

14
Sources Of Global Expatriates
  • _______ Operations
  • Managers Currently on Foreign Assignment
  • External Sources
  • ________ Institutions

15
EXPATRIATE SELECTION PROCESS
Can the position be filled by a local national?
Select local national and subject him or her to
training
yes
no
Indicate the degree of interaction with local
community required for successful performance on
the job.
low
Emphasis on task variables. Second question is to
ask whether the individual is willing to serve
abroad.
high
Is the candidate willing?
yes
Probably not suitable for position
no
Start orientation (moderate to low rigor)
Probably not suitable for position
indicate the magnitude of difference between the
two cultures
very similar
highly diverse
Emphasis on task variables
Emphasis on relational abilities factor. Family
situation factor must also be taken into
consideration.
Start orientation (moderate to high rigor)
Start orientation (most rigorous)
16
Preparations for a Prospective Expatriate
  • Some of the preparations for a prospective
    expatriate are, understanding of the corporate
    international ________ phase, pre-expatriation
    phase, expatriation phase and _________ phase.

17
Expatriate Preparation Programs
  • An expatriate may not be adaptable in a foreign
    culture if he or she demonstrates ________ of the
    self-oriented, other-oriented and perceptual. The
    corporations international environment.
  • Pre-expatriation.
  • Cultural briefing.
  • Assignment briefing.
  • Relocation requirements.
  • ________ training.

18
Expatriate Preparation Programs
  • Expatriation.
  • Keep the expatriate informed about ______
    operations and plans.
  • Review and discuss the expatriates performance
    and career path.

19
Expatriate Compensation
  • Objectives of expatriate compensation policy.
  • The policy should be _________ and fair in its
    treatment of all categories.
  • It must work to retain expatriates where needs
    are the greatest.
  • It should transfer the expatriates in the most
    cost-effective manner.
  • Consistency with overall strategy and ________ of
    the organization.
  • The compensation should serve to motivate
    employees.

20
Expatriate Compensation
  • Expatriate base salary.
  • The conditions that force compensation policies
    to differ from those used for home-country
    expatriates include
  • _______ and cost of living.
  • Housing and school costs.
  • Security and ________.

21
EXPATRIATE COMPENSATION (Continued)
  • Taxation issues of double taxation.
  • Section 911 of _____ mitigates this for
    expatriates from U.S.
  • U.S. Has double taxation avoidance treaties with
    many countries.

22
EXPATRIATE COMPENSATION (Continued)
  • Benefits issues to be resolved.
  • Whether or not to ________ expatriates in
    home-country benefit programs?
  • Whether companies have the option of enrolling
    expatriates in host-country benefit programs
    and/or making up the difference in coverage?
  • Whether expatriates should receive home-country
    or host-country _____ _______ benefits?

23
EXPATRIATE COMPENSATION (Continued)
  • Allowances
  • What is a fair __________ level for an
    expatriate?

24
Who Are Global Managers?
  • Global managers are _______ of executives who are
    ready to perform effectively in foreign
    assignments when and where needed.
  • These managers can be tapped from _________
    operations, managers currently on foreign
    assignment, external sources, educational
    institutions.
About PowerShow.com