Download - Hra 310 chapter 17
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Chapter Seventeen
Managing Human Resources in Multinational
Organizations
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Copyright © Houghton Mifflin Company. All rights reserved. 17–2
Chapter Outline
• What is IHRM?• Managing Human Resources in a Foreign
Subsidiary• Expatriate Managers• Training Expatriates• Appraising the Performance of Expatriates• Paying Expatriates• Expatriate Reentry• IHRM: Adding Value in the Global Business
Environment?
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What is IHRM?
• International HRM (IHRM) is the process of:– procuring, – allocating, and– effectively utilizing human resources – in a multinational corporation, while– balancing the integration and differentiation
of HR activities in foreign locations.
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Domestic HRM vs IHRM
• Compared to Domestic HRM, IHRM– encompasses more functions – has more heterogeneous functions– involves constantly changing perspectives– requires more involvement in employees’ lives– is influenced by more external sources, and finally– involves a greater level of risk than typical
domestic HRM
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Approaches to IHRM
• Ethnocentric Approach• Polycentric Approach• Closed Hybrid Approach• Regiocentric Approach• Geocentric Approach• Open Hybrid Model
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Approaches to IHRM (cont’d)
• Factors Affecting the Approach to IHRM – Political Policies and Legal Regulations– Managerial, Educational, and
Technological Development in the Host Country
– Home and Host Country Cultures– International Experience of the Firm
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Approaches to IHRM (cont’d)
• Factors Affecting the Approach to IHRM (cont’d)
– Method of Subsidiary Founding– Technology and the Nature of the Product– Strategic Importance of Particular Employee
Groups– Organizational Culture– Organizational Life Cycle
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Managing Human Resources in a Foreign Subsidiary
• Culture and HR Functions within a Foreign Subsidiary
• Staffing in the Subsidiary• Training in the Subsidiary• Appraising Performance of Subsidiary
Staff• Subsidiary Compensation Systems
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Types of Expatriate Assignments
• Project Assignments• Technology Transfer Assignments• Developmental Assignments• Coordination and Control Assignments
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The Cost of Expatriate Failures
• Cost = $300,000 to $1,000,000 USD• U.S. companies may lose up to $2
billion dollars per year!• Non-dollar costs
– Loss of reputation– Loss of employee morale– Disrupts relationships with locals
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Determining the Need for an Expatriate
• Level of position to be filled• Degree of interaction with locals• Similarity of home and host cultures• Cost of expatriate training • Political factors• Assignment as developmental
experience• Level of personal physical risk
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Expatriate Success Factors
• Learning Orientation• Self-Oriented Dimension• Others-Oriented Dimension• Perceptual Dimension• Cultural Toughness
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A Model for Selecting Expatriates
• Willing to Go• Ability to Do the Job• Positive Family Situation• Ability to Communicate• Ability to Adapt• Ability to Form Relationships
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Global Managers
• Global Managers:– Understand the worldwide business– Learn about many cultures – Work with many types of people– Create cultural synergy– Adapt to living in many cultures– Use cross-cultural skills daily– Treat foreign colleagues as equals– Use foreign assignments as career development
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Female Expatriates
• Do Females Want to Be Expatriates?– Organizational reluctance, but– Females do want to be expatriates
• Are female expatriates successful?– Female traits are culturally adaptive– Females viewed as less threatening– Females seen as “foreigners” first
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Inpatriates
• Use is increasing• Generally less costly• Adjust easier to foreign cultures• Understand the economic background
of emerging economies• Provide diversity within the MNC’s
headquarters when assigned there
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Training Expatriates
• Is Training Effective?• Two Categories of Training
– Job training– Cultural training
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Training Expatriates (cont’d)
• A Contingency Approach to Training– Business strategy– Job toughness– Cultural toughness– Communication toughness
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Postarrival Training & Support
• Postarrival Training• Training and Support for the Spouse
and Family• Dual Career Couples
– Supporting the “trailing” spouse
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Appraising Expatriate Performance
• Accurate performance appraisal is difficult due to:– Physical distance– Environmental conditions– Political upheavals– Education and skill of local employees– Nature of the expatriate’s task– Importance of operational vs strategic
performance
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Performance Criteria
• Hard performance criteria– Results or outcomes-based
• Soft performance criteria– Interpersonal abilities– Personality factors
• Contextual criteria– Factors outside the expatriate’s control
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Paying Expatriates
• HQ-Based Model• Modified Home Country Model• Better of Home or Host Model• Host Country/Local Market Package
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Paying Expatriates (cont’d)
• Balance Sheet Approach– Gap between standard index and local index– Premiums paid
• International Citizen’s Approach• Issues Common to Most Compensation
Packages– Taxes– Social security & pension systems
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Expatriate Reentry• Thirteen percent of repatriates leave firm within
one year with an additional 10% leaving within two years
• The Problems and Impact of Reentry – General Cultural Readjustment– Job Readjustment
• Enhancing the Likelihood of Reentry Adjustment– Organizational Strategies for Effective Repatriation– Individual Strategies for Effective Repatriation– Support and Coping
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IHRM: Adding Value in the Global Business Environment
• HR Activities that Should Be Assessed on a “Value-Added” Basis that Are Unique to IHRM:– Costs and Benefits of Repatriation Programs– Whether the Mix of PCN, HCN, and TCN Managers
is Optimal for Efficiency and Effectiveness– Costs and Benefits of Localization Programs in
Foreign Subsidiaries– Costs and Benefits of HR Activities Customized for
Particular National Cultures and Legal Systems– Costs and Benefits of HR Programs Related to
Foreign Taxation and Social Security Systems
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Review
• What is IHRM?• Managing Human Resources in a Foreign
Subsidiary• Expatriate Managers• Training Expatriates• Appraising the Performance of Expatriates• Paying Expatriates• Expatriate Reentry• IHRM: Adding Value in the Global Business
Environment?