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Источник: Пятое издание Griffin R.W., Pustey M.W. International Business. A Menegerial Perspective
Citation preview
intern
ation
al bu
siness, 5
th edition
chapter 20international human resource management and labor relations
20-2
Chapter Objectives 1
• Describe the nature of human resource management in international business
• Detail how firms recruit and select managers for international assignments
• Explain how international businesses train and develop expatriate managers
• Describe labor relations in international business
20-3
Chapter Objectives 2
• Discuss how international firms conduct performance appraisals and determine compensation for their expatriate managers
• Analyze retention and turnover issues in international business
• Explain basic human resource issues involving nonmanagerial employees
20-4
Human Resource Management
Human resource management is the set of activities directed at
attracting, developing, and maintaining the effective workforce
necessary to achieve a firm’s objectives.
20-5
Figure 20.1 The International Human Resource Management Process
HRM’s Strategic Content
Recruitment and Selection
Training and Development
Performance Appraisal
Compensation and Benefits
Labor Relations
Contribution to Organizational Effectiveness
20-6
International Staffing Needs
Managerial/Executiveemployees
Nonmanagerial employees
20-7
Scope of Internationalization
Export department
Global organization
International division
20-8
Expertise Needs in Global Organizations
Product line
Functional skills
Individual country markets
Global strategy
20-9
Centralization versus Decentralization of Control
• Centralized firms
– Favor home country managers
– Most common amongst international division form
• Decentralized firms
– Favor host country managers
– Most common amongst multidomestic firms
20-10
Staffing Philosophy
Parent country nationals
Third countrynationals
Host countrynationals
20-11
Strategies for Staffing
• Ethnocentric staffing model
• Polycentric staffing model
• Geocentric staffing model
20-12
Figure 20.2 Necessary Skills and Abilities for International Managers
Skills and AbilitiesNecessary to Do
the Job
•Technical•Functional•Managerial
Skills and AbilitiesNecessary to Work
in a Foreign Location
•Adaptability•Location-specific skills
•Personal characteristics
Improved Chances of Succeeding inan International Job Assignment
20-13
Recruitment of Managers
Experiencedmanagers
Younger managers
20-14
Selecting expatriates is an important element in international HRM.
20-15
Selection of Managers
Managerial competence
Appropriate training
Adaptability to new situations
20-16
Table 20.1 Questions from AT&T’s Questionnaire for Screening Overseas Transferees 1
• Would your spouse be interrupting a career to accompany you on an international assignment? If so, how do you think this will affect your spouse and your relationship with each other?
• Do you enjoy the challenge of making your own way in new situations?
• Securing a job upon reentry will be primarily your responsibility. How do you feel about networking and being your own advocate?
• How able are you in initiating new social contacts?
• Can you imagine living without a television?
20-17
Table 20.1 Questions from AT&T’s Questionnaire for Screening Overseas Transferees 2
• How important is it for you to spend significant amounts of time with people of your own ethnic, racial, religious, and national background?
• As you look at your personal history, can you isolate any episodes that indicate a real interest in learning about other peoples and cultures?
• Has it been your habit to vacation in foreign countries?
• Do you enjoy sampling foreign cuisine?
• What is your tolerance for waiting for repairs?
20-18
Culture Shock
Culture shock is a psychological phenomenon that may lead to feelings of
fear, helplessness, irritability, and disorientation, which is commonly
experienced by new expatriates who may experience a sense of loss regarding their
old cultural environment as well as confusion, rejection, self-doubt, and
decreased self-esteem from working in a new and unfamiliar cultural setting.
20-19
Figure 20.3 Phases in Acculturation
Honeymoon
Disillusionment
Adaptation
Biculturalism
20-20
Honeymoon Phase
• New culture seems exotic and stimulating
• Excitement of working in new environment makes employee overestimate ease of adjusting
• Lasts for first few days or months
20-21
Disillusionment Phase
• Differences between new and old environments are blown out of proportion
• Challenges of everyday living
• Many stay stuck in this phase
20-22
Adaptation Phase
• Employee begins to understand patterns of new culture
• Gains language competence
• Adjusts to everyday living
20-23
Biculturalism
• Anxiety has ended
• Employee gains confidence in ability to function productively in new culture
• Repatriation may be difficult
20-24
Overseas Success
• Likelihood of managers being successful at overseas assignment increases if the managers– Can freely choose whether to accept or reject the
assignment
– Have been given a realistic preview of the job and assignment
– Have been given a realistic expectation of what their repatriation assignment will be
– Have a mentor back home who will guard their interests and provide support
– See a clear link between the expatriate assignment and their long-term career path
20-25
Training and Development
• Assessing training needs
• Basic training methods
– Standardized
– Customized
• Developing younger managers
20-26
Performance Appraisal
Performance appraisal is the process of assessing
how effectively people are performing their jobs.
20-27
Functions of Performance Appraisals
To provide feedback to individuals about how well they are doing
To provide a basis for rewarding top performers
To identify areas in which additional training and development may be needed
To identify problem areas that may call for a change in assignment
20-28
Compensation Packages
Cost-of-living allowance
Hardship premium
Tax equalization system
20-29
Figure 20.5 Global Cost of Living Survey
20-30
Components of Compensation Packages
Occupationalstatus
Professionallicensing
requirements
Standards ofliving
Labor market forces
Governmentregulations
Tax codes
20-31
Figure 20.6 An Expatriate Balance Sheet
U.S. Domestic Base Salary
Taxes Consumption Savings
Foreign andExcess U.S. TaxesPaid by Company
Excess Foreign CostsPaid by Company
Foreign ServicePremium/ HardshipAdded by Company
U.S. Levels
U.S. Spendable Income
U.S. Hypothetical Housing and UtilitiesU.S. Auto Purchase
U.S. Hypothetical Tax and
Social Security
20-32
Labor Relations
Comparative Labor Relations
Collective Bargaining
Union Influence and Codetermination