Slide 14.1 Rugman and Collinson, International Business, 6 th Edition, © Pearson Education Limited 2013 Human resource management strategy Chapter 14
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Human resource
management strategy
Chapter 14
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Slide 14.2
Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Human resource
management strategy• Objectives
• Introduction
• Selection and repatriation
• Training and development• Compensation
• Labor relations
• Strategic management and IHRM strategies.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Objectives
• Define the term “international human resourcemanagement” and discuss human resource strategies inoverseas operations.
• Describe the screening and selection criteria often used inchoosing people for overseas assignments.
• Relate some of the most common types of training anddevelopment that are offered to personnel who are goingoverseas.
• Discuss the common elements of an internationalcompensation package.
• Explain some of the typical labor relations practices usedin the international arena.
• Describe some of the HRM strategies that are currentlyreceiving a great deal of attention from MNEs.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Introduction
• International human resource management(IHRM): the process of selecting, training,
developing and compensating personnel in
overseas positions.
• Three basic sources of personnel talent thatMNEs can tap for these positions:
– Home-country nationals (expatriates)
– Host-country nationals
– Third-country nationals.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Figure 14.1 The management of multinational enterprisesSource: Reprinted from Columbia Journal of World Business, Summer 1973, Lawrence G. Franko, “Who Manages Multinational Enterprises?” page 33, Copyright 1973, with permission
from Elsevier Science
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Selection and repatriation
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
International screening
criteria and selection procedures
• International screening criteria: – Adaptability
– Self-reliance
– Age, experience and education – Health and family status
– Motivation and leadership.
• Selection procedures:
– Interviews (often including spouse)
– Tests.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Repatriation of expatriates
• Reasons for repatriation: – The pre-determined time assignment is
completed.
– Expatriates’ desire to have their children educated
in the home country.
– Expatriate might be unhappy overseas.
– Expatriate might have performed poorly.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Readjusting
• Expatriates might find it difficult to adjust back tothe home environment. A number of reasons canbe cited: – The home-office job lacks the high degree of
authority and responsibility that expatriates had in
their overseas job. – A feeling that the company does not value
international experience. – They may no longer be well known among people
at headquarters. – Their old job may have been eliminated or
drastically changed. – Technological advances at headquarters may have
rendered their existing skills and knowledge
obsolete.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Adjustment strategies
• Transition strategies are designed to helpsmooth the move from foreign to domesticassignments. – The repatriation agreement, which spells out how
long a person will be posted overseas and setsforth the type of job the person will be given uponreturning.
– To rent or maintain the expatriate’s home duringthe overseas tour.
– To assign a senior executive as a sponsor for eachmanager who is posted abroad.
– To maintain ongoing communications withexpatriate managers, thereby ensuring that theyare aware of what is happening in the home office.
S
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Training and development
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Training and development
• Training: the process of altering employeebehavior and attitudes in a way that increases the
probability of goal attainment.
• Managerial development: the process by which
managers obtain the necessary skills,experiences and attitudes they need to become
or remain successful leaders.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Training programs
• Types of training: – Standardized training programs: generic
programs that can be used with managers
anywhere in the world.
– Tailor-made training programs: designed to meetthe specific needs of the participants and typically
include a large amount of culturally based input.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
• Research shows that the following six types ofprograms are most popular: – Environmental briefings used to provide information about
such things as geography, climate, housing and schools.
– Cultural orientation designed to familiarize the individual with
cultural institutions and value systems of the host country. – Cultural assimilators using programmed learning approaches
designed to provide the participants with intercultural
encounters.
– Language training.
– Sensitivity training designed to develop attitudinal flexibility.
– Field experience, which sends the participant to the country
of assignment to undergo some of the emotional stress of
living and working with people from a different culture.
Training programs (Continued)
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Compensation
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
International compensation package
• Common elements in an internationalcompensation package: – Base salary: the amount of cash compensation
that an individual receives in the home country.
– Benefits
– Allowances
• Cost-of-living allowance: payment to compensatefor differences in expenditures between the homecountry and the foreign location.
• Hardship allowance: a special payment made toindividuals who are posted to areas that areregarded as less desirable.
– Tax protection and/or tax equalization.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Current compensation trends
• Owing to the high costs of expatriates, MNEs aretaking the following steps:
– Not sending expatriates to overseas positions
unless there is a need for their specific services.
– Increasingly replacing permanent relocation andlong-term assignment with as-needed short trips
that typically last less than a year.
– A growing number of MNEs are now dropping
bonuses or premiums for overseas assignments
and replacing them with lump-sum premiums.
– Many companies are beginning to phase out
incentive premiums.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Figure 14.2 Cost of expatriate managersSource: C. Reynolds, “Compensation of Overseas Personnel,” in J. J. Famularo (ed.), Handbook of Human Resource Administration, 2nd ed. (New York: McGraw-Hill, 1986), p. 51.
Reproduced with permission of The McGraw-Hill Companies
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Table 14.1 Employer incentive practices around the worldSource: Geoffrey W. Latta, “Expatriate Incentives: Beyond Tradition,” HRfocus, March 1998, p. S4. Reprinted by permission © HRfocus, March 1998. 212/244 –0360. http://www.ioma.com
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Labor relations
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Figure 14.3 Labor unions worldwide, 1995 (percentage of labor force that is unionized)Source: International Labor Organization, World Labour Report , November 1997
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Labor relations practices
• Labor unions traditionally have been strong inGermany.
– Unions set the pay scale for around 90 percent of
the country’s workers, with wages determined by
job classifications. – Union membership is voluntary, but there is only
one union in each major industry.
• In Japan, union –management relationships are
extremely cooperative.
– Social custom dictates nonconfrontational behavior.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Industrial democracy
• Industrial democracy: the legally mandated rightof employees to participate in significantmanagement decisions.
• Forms of industrial democracy
– Codetermination: a legal system that requiresworkers and their managers to discuss majorstrategic decisions before companies implementthe decisions.
– Work councils: groups that consist of both worker
and manager representatives and are charged withdealing with matters such as improving companyperformance, working conditions and job security.
– Shop floor participation.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Industrial democracy in action
• In Germany, industrial democracy andcodetermination are both very strong, especially
in the steel and auto industries.
• In Denmark, industrial democracy gives workers
the right to participate in management on both adirect and an indirect basis.
• Japan’s use of industrial democracy concepts is
not tied to political philosophy, as in Europe, butmore oriented toward Japanese culture and the
belief in group harmony.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Strategic management andIHRM strategies
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Human resource
management strategies
• There are a number of human resourcemanagement (HRM) strategies currently receiving
attention from MNEs, including: – language training
– cultural adaptationCf. cultural assimilator
– competitive compensation
– specially designed HRM programs
structural empowerment accelerated resource development
employee welfare emphasis
efficiency emphasis
long-termism.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Cultural assimilators
• A cultural assimilator is a programmed learningtechnique that is designed to expose members of
one culture to some of the basic concepts,
attitudes, role perceptions, customs and values of
another culture. – Cultural assimilators are developed for pairs of
cultures, such as to familiarize managers from the
US with the culture in Germany.
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Rugman and Collinson, International Business, 6th Edition, © Pearson Education Limited 2013
Table 14.3 Cost of living in select cities (New York = 100), 2009Source: Adapted from UBS, Price and Earnings, 2009.
E-resources: http://www.ubs.com/1/e/wealthmanagement/wealth_management_research/prices_earnings.html
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R d C lli I t ti l B i 6th Editi © P Ed ti Li it d 2013
Table 14.4 HRM practices in select countriesSource: Adapted from Journal of World Business, Vol. 32, No. 3, 1997, Paul R. Sparrow and Pawan S. Budhwar,
“Competition and Change: Mapping the Indiana HRM Recipe Against World-Wide Patterns,” p. 233, Copyright © 1997 with
permission from Elsevier Science