International Human Resource Management - PowerPoint PPT Presentation

Loading...

PPT – International Human Resource Management PowerPoint presentation | free to download - id: 6a700c-ZWIxO



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

International Human Resource Management

Description:

Chapter 7 10-1 IBUS 681, Dr. Yang ... – PowerPoint PPT presentation

Number of Views:20
Avg rating:3.0/5.0
Slides: 26
Provided by: CCST5
Learn more at: http://userwww.sfsu.edu
Category:

less

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

Title: International Human Resource Management


1
International Human ResourceManagement
  • Chapter 7

10-1
IBUS 681, Dr. Yang
2
Learning Objectives
  • Define international human resource management
    (IHRM)
  • Understand how corporate strategy influences IHRM

10-2
IBUS 681, Dr. Yang
3
Learning Objectives (cont.)
  • Explain major IHRM functions recruitment and
    selection, training and development, performance
    evaluation, compensation and benefits, and labor
    relations
  • Discuss additional concerns of managing
    expatriate employees

10-3
IBUS 681, Dr. Yang
4
Major HRM Functions
  • Staffing
  • Recruiting and selection
  • Training and development
  • Compensation and benefits
  • Employee motivation
  • Performance evaluation
  • Labor relations

5
Major Areas of International Human Resource
Management
  • Management of human resources in global
    corporations
  • Management of expatriate employees
  • Comparison of human resource management (HRM)
    practices in a variety of different countries

10-4
IBUS 681, Dr. Yang
6
Approaches to Managing and Staffing Subsidiaries
  • Ethnocentric
  • Polycentric
  • Regiocentric
  • Geocentric/Global

10-5
IBUS 681, Dr. Yang
7
Choosing an Approach to IHRM
  • Corporate international strategy
  • Political and legal concerns
  • Level of development in foreign locations
  • Technology and the nature of the product
  • Organizational life cycle
  • Cultural differences

10-6
IBUS 681, Dr. Yang
8
Recruitment and Selection
  • Employee classification
  • Parent country national (PCN)
  • Host country national (HCN)
  • Third country national (TCN)
  • Managing and staffing approaches
  • Selecting the right candidate

10-7
IBUS 681, Dr. Yang
9
Training and Development
  • Planned individual learning, organization
    development, and career development
  • Delivery of programs worldwide
  • Developing globally minded managers

10-9
IBUS 681, Dr. Yang
10
Cultural Impacts on Training and Development
Practices
  • Human resource development roles
  • Analysis and design
  • Development and delivery
  • Administration and environment

11
Cross-Cultural Training Methods
Explain the major aspects of the host country
culture, including customs, traditions, every
day behaviors. Explain the history, geography,
economy, politics, and other general information
about the host country and region. Portray a
real-life situation in business or personal life
to illustrate some aspect of living or working in
the host culture.
  • Cultural Briefings
  • Area Briefings
  • Cases

10-12
IBUS 681, Dr. Yang
12
Cross-Cultural Training Methods (cont.)
Allows the trainee to act out a situation that
he or she might face in living or working in
the host country. Provides a written set of
situations that the trainee might encounter in
living or working in the host country. Trainee
selects one from a set of responses to the
situation and is given feedback as to whether it
is appropriate and why. Provide an opportunity
for the trainee to go to the host country or
another unfamiliar culture to experience living
and working for a short time.
  • Role Playing
  • Culture Assimilator
  • Field Experiences

10-13
IBUS 681, Dr. Yang
13
How Situational Factors Influence the Selection
of a CCT Method
High
Degree of Culture Novelty
EXPERIENTIAL
Low
Simulations
Field Trips
High
Degree of Training Rigor
Role Plays
Interactive Language Training
ANALYTICAL
Training Methods
Sensitivity Training
Culture Assimilators
Degree of Job Novelty
Case Studies
Classroom Language Training
Films
FACTUAL
Books
Lectures
Area Briefings
Low
High
Low
Degree of Interaction with Host Country Nationals
10-14
IBUS 681, Dr. Yang
14
Selection of Expatriates
  • Technical competence
  • Adaptability
  • Communication skills
  • Family stability
  • Gender
  • Age
  • Ethnicity

10-11
IBUS 681, Dr. Yang
15
Expatriate Failure Rates
  • U.S. 10-40
  • Western Europe 5-15
  • Japan Less than 5

16
Managing Expatriates
  • Expatriate training
  • Cross-cultural adjustment
  • Expatriate evaluation
  • Expatriate compensation
  • Reentry adjustment

17
Retaining the Expatriates
  • 80 believe they would be promoted
  • About 23 get the promotion
  • 20 want to leave the company upon return
  • Average turnover cost is 250,000

18
Expatriate Reentry
  • Minimize reverse cultural shock
  • Integrate the manager backinto the home office
  • Adjustments to a newor lower standard of living
  • Allow for reentry time

19
Performance Evaluation
  • Purpose
  • Timeframe
  • Standards
  • Feedback
  • Market conditions
  • Economic factors

20
Compensation and Benefits
  • Salary-related and non-salary related factors
  • Organizational philosophy and strategy
  • Cost to the organization
  • Employee motivation
  • Company image

21
Typical Expatriate Benefits
  • Overseas premium
  • Housing allowance
  • Cost of living allowance (COLA)
  • Moving expenses
  • Tuition for dependent education
  • Home leave
  • Tax reimbursement plans

10-16
IBUS 681, Dr. Yang
22
Labor Relations
  • Labor relations function
  • Identify and define roles of management and
    workers in the workplace
  • Collective bargaining
  • Union organizations
  • Union membership
  • Labor law

23
Union Density Figures for a Selected Group of
Countries
Country Percentage of Union Membership Country Percentage of Union Membership
Argentina 28 Greece 30
Brazil 13-30 Italy 15
Canada 29.5 Japan 24.2
Chile 12.3 Malaysia 9.1
China 92 Mexico 25-30
Costa Rica 15 New Zealand 34.4
Egypt 50 Span 11
France 8-10 United States 15.8
Germany 39.5 Zimbabwe 17
Source U.S. Department of Labor, Bureau of
International Labor Affairs, Foreign Labor Trends
and Bureau of Labor Statistics, dates as
indicated in the table.
24
Convergence or Divergence?
  • Large corporations preference for consistent
    worldwide systems
  • Smaller companies desire for more professional
    systems
  • Need to follow local HRM laws
  • Development of unique techniques and practices to
    suit local cultural and legal requirements

10-17
IBUS 681, Dr. Yang
25
Implications for Managers
  • Every international manager has responsibility
    for effectively managing human resources, and
    therefore, must understand IHRM functions
  • It is helpful to understand IHRM because of
    potential impact on your career

10-18
IBUS 681, Dr. Yang
About PowerShow.com