International Human Resource Management
2005 Prentice-Hall, Inc.
8-1
Learning Objectives
Define international human resource management (IHRM) Understand how corporate strategy influences IHRM Explain the major IHRM functions: recruitment and selection, training and development, performance evaluation, compensation and benefits, and labor relations Discuss additional special concerns of managing expatriate employees
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2005 Prentice-Hall, Inc.
International Human Resource Management (IHRM)
The management of human resources in global corporations
The management of expatriate employees The comparison of human resource management (HRM) practices in a variety of different countries
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2005 Prentice-Hall, Inc.
Approaches to Managing and Staffing Subsidiaries
Ethnocentric
Home country approach
Polycentric
Local approach
Regiocentric
Regional approach
Geocentric/Global
Global approach
2005 Prentice-Hall, Inc.
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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 Age and history of the subsidiary Organizational and national cultural differences
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Recruitment and Selection
Processes through which an organization takes in new members Recruitment
Attracting a pool of qualified applicants for the positions available
Selection
Choosing the candidate whose qualifications most closely match the job requirements
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Classifying Employees
Parent Country National (PCN)
Host Country National (HCN)
Third Country National (TCN)
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The Influence of Managing and Staffing Approaches
Ethnocentric approach
PCNs usually staff important positions at headquarters and subsidiaries
Polycentric approach
HCNs generally work in foreign subsidiaries PCNs manage headquarters positions
2005 Prentice-Hall, Inc.
8-8
The Influence of Managing and Staffing Approaches
Regiocentric approach
PCNs and managers from the regioneither HCNs or TCNs staff regional headquarters positions HCN's primarily staff local subsidiaries
Geocentric approach
Chooses the most suitable person for a position
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2005 Prentice-Hall, Inc.
Selecting the Right Candidate
Need a balance between internal corporate consistency and sensitivity to local labor practices Consider cultural values Must comply with local labor laws
2005 Prentice-Hall, Inc.
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Training and Development
Planned individual learning, organization development, and career development
2005 Prentice-Hall, Inc.
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Delivery of Programs Worldwide
Centralized
Ethnocentric training originates at headquarters and corporate trainers travel to subsidiaries Geocentric - training develops through input from both headquarters and subsidiary staff and trainers could be from any location
2005 Prentice-Hall, Inc.
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Delivery of Programs Worldwide
Decentralized
Training on a local or regional basis Local people develop training materials and techniques for use in their own area
Effective training considers cultural background of trainees
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2005 Prentice-Hall, Inc.
Developing Globally Minded Managers
Companies whose CEO's have international assignment experience are better performers Companies must identify managers with global potential and provide them various training and development opportunities
2005 Prentice-Hall, Inc.
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Performance Evaluation
Systematic appraisal of employees performance within the organization Depends on overall HRM strategy
Should consider cultural influences
2005 Prentice-Hall, Inc.
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Compensation and Benefits
Develops and administers the salary system and other forms of remuneration Compensation and benefit levels reflect local labor market conditions Company usually develops policy to offer salaries and benefits representing a specific market level Culture influences value put on various compensation and benefit practices
8-16
2005 Prentice-Hall, Inc.
Labor Relations
Identifies and defines the roles of management and workers in the workplace In many countries, government regulated Unions organized at the local, company, regional (within country), or national level Number of workers within a country who are union members varies
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2005 Prentice-Hall, Inc.
Managing Expatriates
Must deal with the complexities of employing and moving people outside of their home countries Cost a major factor
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Expatriate Failure Rates
Number who do not remain abroad for the duration of their assignment Varies by country and gender Failure rate correlated with the rigor of selection and training procedures
2005 Prentice-Hall, Inc.
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Expatriate Selection
Western European, Japanese multinationals emphasize technical competence and ability to acclimate North American corporations select mainly on technical competence Behaviors successful at home may not work abroad Previous experience abroad may or may not predict future success
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2005 Prentice-Hall, Inc.
Cross-Cultural Training Methods
Cultural Briefings
Explain the major aspects of the host country culture, including customs, traditions, every day behaviors.
Area Briefings
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.
Cases
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Cross-Cultural Training Methods
Role Playing
Allows the trainee to act out a situation that he or she might face in living or working in the host country.
Culture Assimilator
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.
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Field Experiences
2005 Prentice-Hall, Inc.
How Situational Factors Influence the Selection of a CCT Method
Degree of Culture Novelty High
EXPERIENTIAL Simulations Field Trips Role Plays Degree of Interactive Language Training Training ANALYTICAL Rigor Degree of Sensitivity Training Job Novelty Culture Assimilators Case Studies Classroom Language Training Films FACTUAL Books Lectures Low Area Briefings High Low
Degree of Interaction with HCNs
Low High
Cross-Cultural Adjustment
Expatriates must adjust to new work situation, interactions with locals, and new general environment Company can facilitate adjustment by providing training for expatriates and their families before and during the assignment Expatriates often experience cultural shock
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2005 Prentice-Hall, Inc.
Culture Shock Cycle
High
Mood
Low
Months in a New Culture
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Expatriate Evaluation
Job abroad may include more than what it does at home Senior expat managers often evaluated on financial performance of subsidiary
2005 Prentice-Hall, Inc.
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Expatriate Compensation
Influenced by general corporate compensation policy Expats usually receive extra compensation and benefits Different packages offered in different locations
2005 Prentice-Hall, Inc.
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Typical Expatriate Benefits
Overseas premium Housing allowance Cost of living allowance (COLA) Moving expenses Tuition for dependent education Home leave Tax reimbursement plans
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Expatriate Reentry
Reverse culture shock common Many organizations fail to successfully manage expatriate reentry Individuals may pursue boundaryless career Organizations can help to ease reentry
2005 Prentice-Hall, Inc.
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Changes in Global Mobility
New types of cross-border employee transfers becoming popular Most important objectives for cross-border transfers to transfer skills and knowledge and to develop and manage global competencies
2005 Prentice-Hall, Inc.
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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
2005 Prentice-Hall, Inc.
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Implications for Managers
Every international manager has responsibility for effectively managing human resources, therefore must understand IHRM functions Helpful to understand IHRM because of potential career impact
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