Human Resource
Management
ELEVENTH EDITION
1
GARY DESSLER
Part 5 | Employee Relations
Chapter
17
Managing Global Human Resources
2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook
All rights reserved. The University of West Alabama
After studying this chapter, you should be able to:
1. List the HR challenges of international business.
2. Illustrate how intercountry differences affect HRM.
3. Discuss the global differences and similarities in HR
practices.
4. Explain five ways to improve international assignments
through selection.
5. Discuss how to train and maintain international
employees.
2008 Prentice Hall, Inc. All 172
HR and the Internationalization of Business
The Global Challenges
Coordinating market, product, and production plans
on a worldwide basis.
Creating organization structures capable of
balancing centralized home-office control with
adequate local autonomy.
Extending HR policies and systems to service
staffing needs abroad.
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Intercountry Differences Affecting HRM
Cultural Economic
Factors Systems
International
Human Resource
Management
Legal and Industrial
Relations Factors
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Global Differences and Similarities
in HR Practices
Personnel
Selection
Procedure
International Purpose of
Use of Pay
Incentives
Human Resource Performance
Management Appraisal
Training and
Development
Practices
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How to Implement a Global HR System
Best practices for making a global HR system
more acceptable to local managers:
1. Remembering that global systems are more
accepted in truly global organizations.
2. Investigating pressures to differentiate and
determine their legitimacy.
3. Working within the context of a strong corporate
culture is best.
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A Global HR System (contd)
Best practices for developing a more effective
global HR system:
Form global HR networks that make local HR
managers a part of global teams.
Remember that its more important to standardize
ends and competencies than specific methods.
Best practices for implementing the global HR
system:
Remember, You cant communicate enough.
Dedicate adequate resources for the global HR effort.
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Staffing the Global Organization (contd)
Top Management Values
Ethnocentric
International
Staffing Polycentric
Policy
Geocentric
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Staffing the Global Organization (contd)
Inability of Spouse
Personality
to Adjust
Personal
Why Expatriate Inability to Cope
Assignments with Overseas
Intentions
Responsibilities
Fail
Family Lack of
Pressures Cultural Skills
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Staffing the Global Organization (contd)
Realistic Previews
Careful Screening
Helping Expatriate
Improved Orientation
Assignments Succeed
Cultural and Language Training
Improved Benefits Packages
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Selecting Expatriate Managers
Adaptability Screening
Assessing the assignees (and spouses) probable
success in handling the foreign transfer.
Overseas Assignment Inventory
A test that identifies the characteristics and attitudes
international assignment candidates should have.
Realistic Previews
The problems to expect in the new job, as well as the
cultural benefits, problems, and idiosyncrasies of the
country.
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Compensating Expatriates
The Balance Sheet Approach
Home-country groups of expensesincome taxes,
housing, goods and services, and discretionary
expensesare the focus of attention.
The employer estimates what each of these four
expenses is in the expatriates home country, and
what each will be in the host country.
The employer then pays any differences such as
additional income taxes or housing expenses.
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International Labor Relations
Characteristics of
European Labor
Relations
Content and
Industry-Wide Employer Multiple Union
Scope of
Centralization Organization Recognition
Bargaining
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KEY TERMS
codetermination
expatriates (expats)
home-country nationals
third-country nationals
offshoring
ethnocentric
polycentric
geocentric
adaptability screening
foreign service premiums
hardship allowances
mobility premiums
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