Chapter 19 Global Human Resource Management. 19-2 What Is Human Resource Management? Human resource management (HRM) - the activities an organization.

Chapter 19

Global Human Resource Management

19-2

What Is Human Resource Management?

Human resource management (HRM) - the activities an organization carries out to utilize its human resources effectively

These activities includedetermining human resource strategystaffingperformance evaluationmanagement developmentcompensation labor relations

Firms need to ensure there is a fit between their human resources practices and strategy

19-3

What Is The Strategic Role Of HRM In International Firms?

HRM can help the firm reduce the costs of value creation and add value by better serving customer needs more complex in an international business

differences between countries in labor markets, culture, legal systems, economic systems, etc.

19-4

What Is The Strategic Role Of HRM In International Firms?

HRM must also determine when to use expatriate managers citizens of one country working abroad

who should be sent on foreign assignments

how they should be compensatedhow they should be trainedhow they should be reoriented when they

return home

19-5

What Is The Strategic Role Of HRM In International Firms?

The Role of Human Resources in Shaping Organizational Architecture

19-6

What Is A Staffing Policy?

Staffing policy is concerned with the selection of employees who have the skills required to perform a particular job can be a tool for developing an promoting the

firm’s corporate culture the organization’s norms and value system

a strong corporate culture can help the firm implement its strategy

19-7

What Is A Staffing Policy? Three main approaches to staffing policy 1. The ethnocentric approach - fill key

management positions with parent-country nationals

2. The polycentric approach recruit host country nationals to manage subsidiaries in their own country, and parent country nationals for positions at headquarters

3. The geocentric approach seek the best people, regardless of nationality for key jobs

19-8

Why Choose An Ethnocentric Staffing Policy?

Firms that pursue an ethnocentric policy believe that there is a lack of qualified individuals in the host

country to fill senior management positions it is the best way to maintain a unified corporate

culturevalue can be created by transferring core

competencies to a foreign operation via parent country nationals

it makes sense with an international strategy But

it limits advancement opportunities for host country nationals

it can lead to "cultural myopia"

19-9

Why Choose A Polycentric Staffing Policy?

The polycentric approachmakes sense for firms pursuing a localization strategycan minimize cultural myopiamay be less expensive to implement than an

ethnocentric policy But

host country nationals have limited opportunities to gain experience outside their own country and so cannot progress beyond senior positions in their own subsidiaries

a gap can form between host country managers and parent country managers

19-10

Why Choose A Geocentric Staffing Policy?

The geocentric approach is consistent with building a strong unifying culture

and informal management networkmakes sense for firms pursuing a global or

transnational strategyenables the firm to make the best use of its human

resourcesbuilds a cadre of international executives who feel at

home working in a number of different cultures But

can be limited by immigration laws is costly to implement

19-11

Which Staffing Policy Is Best?

Comparison of Staffing Approaches

19-12

What Is Expatriate Failure? Firms using an ethnocentric or geocentric

staffing strategy will have expatriate managers Expatriate failure is the premature return of an

expatriate manager to the home countryeach expatriate failure can cost between $40,000 and

$1 millionbetween 16 and 40% of all American expatriates in

developed countries fail and almost 70% of Americans assigned to developing countries fail

19-13

What Is The Rate Of Expatriate Failure?

Expatriate Failure Rates

19-14

Why Do Expatriate Managers Fail?

The main reasons for U.S. expatriate failure are the inability of an expatriate's spouse to adaptthe manager’s inability to adjustother family-related reasonsthe manager’s personal or emotional maturitythe manager’s inability to cope with larger

overseas responsibilities

19-15

Why Do Expatriate Managers Fail?

The reason for European expatriate failure is the inability of the manager’s spouse to adjust

The main reasons for Japanese expatriate failure are the inability to cope with larger overseas responsibilitydifficulties with the new environmentpersonal or emotional problemsa lack of technical competence the inability of spouse to adjust

19-16

How Can Firms Reduce Expatriate Failure?

Firms can reduce expatriate failure through improved selection procedures

Four dimensions that predict expatriate success are 1. Self-orientation - the expatriate's self-esteem, self-

confidence, and mental well-being2. Others-orientation - the ability to interact effectively with

host-country nationals3. Perceptual ability - the ability to understand why people

of other countries behave the way they do4. Cultural toughness – the ability to adjust to the posting

19-17

Why Is A Global Mindset Important?

A global mindset may be the fundamental attribute of a global managercognitive complexitycosmopolitan outlook

A global mindset is often acquired early in life froma family that is bicultural living in foreign countries learning foreign languages as a regular part of family

life

19-18

What Is Training And Management Development?

After selecting a manager for a position, training and development programs should be implemented

Training focuses upon preparing the manager for a specific job

Management development is concerned with developing the skills of the manager over timegives the manager a skill set and reinforces

organizational culture Historically, most firms focus more on training

than on management development

19-19

Why Is Training Important For Expatriate Managers?

Training can reduce expatriate failure Cultural training - fosters an appreciation for the host

country's culture Language training - an exclusive reliance on English

diminishes an expatriate's ability to interact with host country nationals

Practical training - helps the expatriate and her family ease themselves into day-to-day life in the host country

But, studies show only about 30% of managers sent on one- to five-year expatriate assignments received training before their departure

19-20

What Happens When Expatriates Return Home?

Training and development should include preparing and developing expatriate managers for reentry into their home country organization need good programs for

re-integrating expatriates back into work life within their home country organization

utilizing the knowledge they acquired while abroad

19-21

Why Is Management Development Important To Firm Strategy?

Management development programs increase the overall skill levels of managers through ongoing management education rotations of managers through jobs within the firm to

give them varied experiences

Management development can be a strategic tool to build a strong unifying culture and informal management networksupport both transnational and global strategy

19-22

How Should Expatriates Be Evaluated?

Evaluating expatriates can be especially complex typically, both host nation managers and home office

managers evaluate the performance of expatriate managers

But, both types of managers are subject to unintentional biashome country managers tend to rely on hard data

when evaluating expatriateshost country managers can be biased towards their

own frame of reference

19-23

How Can Performance Appraisal Bias Be Reduced?

To reduce bias in performance appraisalmore weight should be given to an on-site

manager's appraisal than to an off-site manager's appraisal

a former expatriate who has served in the same location should be involved in the process

home office managers should be consulted before an on-site manager completes a formal termination evaluation

19-24

What Are The Key Issues In Compensating Expatriates?

Two key issues on compensation

1. How to adjust compensation to reflect differences in economic circumstances and compensation practices

2. How to pay expatriate managers

19-25

How Should National Differences In Compensation Be Treated?

Currently, there are substantial differences in executive compensation across countries

Research showsa top U.S. executive made an average of

$525,923 in the 2005-2006 period, compared to $278,697 in Japan, and $158,146 in Taiwan

19-26

How Should National Differences In Compensation Be Treated?

Question: Should pay be equalized across countries?

Many firms have recently moved toward a compensation structure that is based on global standardsespecially important in firms with a geocentric

staffing policyBut, most firms still set pay according to

the prevailing standards in each country

19-27

How Should Expatriates Be Paid?

Most firms use the balance sheet approach equalizes purchasing power across countries

so employees have the same living standard in their foreign posting as at home

and adds a financial incentive to take the position

19-28

How Should Expatriates Be Paid?

A compensation package has five components 1. Base salary - normally in the same range as the

base salary for a similar position in the home country can be paid either in the home currency or in the

local currency

2. Foreign service premium - extra pay the expatriate receives for working outside his country of origin generally offered as an incentive to accept foreign

assignments

19-29

How Should Expatriates Be Paid?

3. Various allowances - hardship, housing, cost-of-living, education

4. Tax differentials - may have to pay income tax to both the home country and the host-country governments no reciprocal tax treaty exists

company usually covers extra tax assessments

5. Benefits – many firms provide the same level of medical and pension benefits abroad that employees receive at home

19-30

Why Are International Labor Relations Important?

Question: Can organized labor limit the choices available to an international business?

Labor unions can limit a firm's ability to pursue a transnational or global strategyHRM needs to foster harmony and minimize

conflict between management and organized labor

19-31

What Are The Concerns Of Organized Labor?

Organized labor is concerned that 1. Multinationals can counter union bargaining power

by threatening to move production to another country

2. Multinationals will farm out only low-skilled jobs to foreign plants making it easier to switch production locations

3. Multinationals will import employment practices and contractual agreements from their home countries and reduce the influence of unions

19-32

How Does Organized Labor Respond To MNC Power?

Organized labor has responded to the increased bargaining power of multinational corporations by1. Trying to set-up their own international organizations

2. Lobbying for national legislation to restrict multinationals

3. Trying to achieve regulation of multinationals through international organizations such as the United Nations

So far, these efforts have had only limited success

19-33

How Are MNCs Responding To Organized Labor?

Many firms are centralizing labor relations to enhance the bargaining power of the multinational vis-à-vis organized labor in the past, labor relations were usually decentralized

to individual subsidiaries

The way in which work is organized within a plant can be a major source of competitive advantage so it is important for management to have a good relationship with labor