人力资源管理 HRM chapter17 Managing Global Human Resources.ppt

《人力资源管理 HRM chapter17 Managing Global Human Resources.ppt》由会员分享，可在线阅读，更多相关《人力资源管理 HRM chapter17 Managing Global Human Resources.ppt（28页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、 2005 Prentice Hall Inc.All rights reserved.PowerPoint Presentation by Charlie CookThe University of West Alabamat e n t h e d i t i o nGary DesslerChapterChapter 17 17Part Part 5 5 Employee Relations Employee RelationsManaging Global Human ResourcesAfter studying this chapter,After studying this ch

2、apter,you should be able to:you should be able to:1.1.List the HR challenges of international business.List the HR challenges of international business.2.2.Illustrate how intercountry differences affect HRM.Illustrate how intercountry differences affect HRM.3.3.Discuss the global differences and sim

3、ilarities in Discuss the global differences and similarities in HR practices.HR practices.4.4.Explain five ways to improve international Explain five ways to improve international assignments through selection.assignments through selection.5.5.Discuss how to train and maintain international Discuss

4、how to train and maintain international employees.employees.2005 Prentice Hall Inc.All rights reserved.2005 Prentice Hall Inc.All rights reserved.2005 Prentice Hall Inc.All rights reserved.1717172 22HR Challenges of International Business DeploymentKnowledge and innovation disseminationIdentifying a

5、nd developing talent globally Researchers asked“What are the key global pressures affecting human resource management practices in your firm currently and for the projected future?”Responses were:3 2005 Prentice Hall Inc.All rights reserved.The HR Challenges of International BusinessDeploymentEasily

6、 getting the right skills to where we need them,regardless of geographic location.Knowledge and innovation disseminationSpreading state-of-the-art knowledge and practices throughout the organization regardless of where they originate.Identifying and developing talent on a global basis Identifying ca

7、n function effectively in a global organization and developing his or her abilities.4 2005 Prentice Hall Inc.All rights reserved.Global Staffing IssuesSelecting candidates for overseas assignmentAssignment terms and documentationRelocation processing and vendor managementImmigration processingCultur

8、al and language orientation and trainingCompensation administration and payroll processingTax administrationcareer planning and developmentHandling of spouse and dependent matters5 2005 Prentice Hall Inc.All rights reserved.Intercountry Differences Affecting HRMCultural FactorsEconomic SystemsLegal

9、and Industrial Relations FactorsPolitical factors6 2005 Prentice Hall Inc.All rights reserved.Intercountry Differences Affecting HRMCultural Factors goLanguageEducation systemReligionValueBehavior Tradition 7 2005 Prentice Hall Inc.All rights reserved.Hofstedes cultural typologyThe cultures of diffe

10、rent nation can be compared in terms of four dimensions.Power distanceIndividualist-collectivistMasculinityFemininity8 2005 Prentice Hall Inc.All rights reserved.Hofstedes cultural typologyPower distance is the extent to which the less powerful members of a society accept-even expect-that power to b

11、e distributed unequally.Individualist-collectivist is a reflection of the degree to which individuals in a society are integrated into groups.Masculinitydescribes a society in which men are expected to be assertive,competitive,and concerned with material success,while women fulfill the role of nurtu

12、rer and are concerned with issues such as the welfare of children.Femininity describes a society in which the social roles of men and women overlap,with neither gender exhibiting overly ambitious or competitive behavior.go9 2005 Prentice Hall Inc.All rights reserved.Intercountry Differences Affectin

13、g HRMEconomic SystemsEconomic SystemsEconomic development levelLabor costLiving costExchange rateLegal and Industrial Relations FactorsPolitical factors10 2005 Prentice Hall Inc.All rights reserved.Staffing the Global OrganizationInternational staffing:Home or local?Expatriates(expats):Noncitizens o

14、f the countries in which they are working.Home-country nationals:Citizens of the country in which the multinational company has its headquarters.Third-country nationals:Citizens of a country other than the parent or the host country.Offshoring:localization 11 2005 Prentice Hall Inc.All rights reserv

15、ed.Staffing the Global Organization(contd)OffshoringHaving local employees abroad do jobs that the firms domestic employees previously did in-house.Issues in offshoringHaving an effective supervisory and management structure in place to manage the workers.Screening and required training for the empl

16、oyees receive the that they require.Ensuring that compensation policies and working conditions are satisfactory.go12 2005 Prentice Hall Inc.All rights reserved.Values and International Staffing PolicyValues Ethnocentric:The notion that home-country attitudes,management style,knowledge,evaluation cri

17、teria,and managers are superior to anything the host country has to offer.Polycentric:A conscious belief that only the host-country managers can ever really understand the culture and behavior of the host-country market.Geocentric:The belief that the firms whole management staff must be scoured on a

18、 global basis,on the assumption that the best manager of a specific position anywhere may be in any of the countries in which the firm operates.13 2005 Prentice Hall Inc.All rights reserved.Values and International Staffing PolicyInternational Staffing Policy EthnocentricThe firm fills key managemen

19、t jobs with parent-country nationals.Reasons:lack of qualified host-country senior management talent,a unified culture and tighter control,transfer core competencies to a foreign subsidiary.PolycentricThe firm staffs its foreign subsidiary with host-country nationals.,and its home office with parent

20、-country nationals.GeocentricThe firm seeks the best people for key jobs throughout the organization,regardless of nationality.go14 2005 Prentice Hall Inc.All rights reserved.Why Expatriate Assignments FailPersonalityPersonal intentionsFamily pressures Lack of cultural skills15 2005 Prentice Hall In

21、c.All rights reserved.Helping Expatriate Assignment Succeed Help the spouse to adjustProviding realistic previews of what to expectCareful screeningImproved orientationCultural and language trainingImproved benefits packagesShorten the length of the assignment16 2005 Prentice Hall Inc.All rights res

22、erved.Selecting Expatriate ManagersFive factorsJob knowledge and motivationRelational skillsFlexibility/adaptabilityExtracultural opennessFamily situationAdaptability screeningAssessing the assignees(and spouses)probable success in handling the foreign transfer.Overseas Assignment InventoryA test th

23、at identifies the characteristics and attitudes international assignment candidates should have.17 2005 Prentice Hall Inc.All rights reserved.Five Factors Important in International Assignee Success,and Their ComponentsFigure 171I.Job Knowledgeand MotivationManagerial abilityOrganizational abilityIm

24、aginationCreativityAdministrative skillsAlertnessResponsibilityIndustriousnessInitiative and energyHigh motivationFranknessBelief in mission and jobPerseveranceII.Relational SkillsRespectCourtesy and factDisplay of respectKindnessEmpathyNon-judgmentalnessIntegrityConfidenceIII.Flexibility/Adaptabili

25、tyResourcefulnessAbility to deal with stressFlexibilityEmotional stabilityWillingness to changeTolerance for ambiguityAdaptabilityIndependenceDependabilityPolitical sensitivityPositive self-imageIV.Extracultural OpennessVariety of outside interestsInterest in foreign culturesOpennessKnowledge of loc

26、al languagesOutgoingness and extroversionOverseas experienceV.Family SituationAdaptability of spouseand familySpouses positive opinionWillingness of spouse to live abroadStable marriageSource:Adapted from Arthur Winfred Jr.,and Winston Bennett Jr.,“The International Assignee:The Relative Importance

27、of Factors Perceived to Contribute to Success,”Personnel Psychology 18(1995),pp.106107.18 2005 Prentice Hall Inc.All rights reserved.Orienting and Training for International AssignmentThere is little or no systematic selection and training for assignments overseas.Training is needed on:The impact of

28、 cultural differences on business outcomes.How attitudes(both negative and positive)are formed and how they influence behavior.Factual knowledge about the target country.Language and adjustment and adaptation skills.19 2005 Prentice Hall Inc.All rights reserved.Trends in Expatriate TrainingContinuin

29、g,in-country cross-cultural trainingUse of returning managers as resources to cultivate the“global mind-sets”of their home-office staff.Use of software and the Internet for cross-cultural training.20 2005 Prentice Hall Inc.All rights reserved.Compensating ExpatriatesThe“Balance Sheet Approach”Home-c

30、ountry 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 ad

31、ditional income taxes or housing expenses.21 2005 Prentice Hall Inc.All rights reserved.The Balance Sheet Approach(Assumes Base Salary of$80,000)Table 172 22 2005 Prentice Hall Inc.All rights reserved.IncentivesForeign service premiumsFinancial payments over and above regular base pay,and typically

32、range between 10%and 30%of base pay.Hardship allowancesPayments to compensate expatriates for exceptionally hard living and working conditions at certain foreign locations.Mobility premiumsLump-sum payments to reward employees for moving from one assignment to another.23 2005 Prentice Hall Inc.All r

33、ights reserved.Appraising Expatriate ManagersChallenges in appraising oversea managersDetermining who should appraise the manager.Deciding on which factors to base the appraisal.Improving the expatriate appraisal processStipulate the assignments difficulty level,and adapt the performance criteria to

34、 the situation.Weigh the evaluation more toward the on-site managers appraisal than toward the home-site managers.If the home-office manager does the actual written appraisal,use a former expatriate from the same overseas location for advice.24 2005 Prentice Hall Inc.All rights reserved.Differences

35、in International Labor RelationsCentralizationUnion structureEmployer organizationUnion recognitionUnion securityContent and scope of bargainingGrievance handlingStrikesWorker participation25 2005 Prentice Hall Inc.All rights reserved.Terrorism,Safety,and Global HRTaking protective measuresCrisis ma

36、nagement teamsKidnapping and ransom(K&R)insurance Crisis situationsKidnapping:the employee is a hostage until the employer pays a ransom.Extortion:threatening bodily harm.Detention:holding an employee without any ransom demand.Threats to property or products unless the employer makes a payment.26 20

37、05 Prentice Hall Inc.All rights reserved.Repatriation:Problems and SolutionsProblemMaking sure that the expatriate and his or her family dont feel that the company has left them adrift.SolutionsMatch the expat and his or her family with a psychologist trained in repatriation issues.Make sure that th

38、e employee always feels that he or she is still“in the loop”with whats happening back at the home office.Provide formal repatriation services.27 2005 Prentice Hall Inc.All rights reserved.Auditing the HR Function1.What should HRs functions be?2.Participants then rate each of these functions to answe

39、r the question,“How important are each of these functions?”3.Next,they answer the question,“How well are each of the functions performed?”4.Next,compare(2)and(3)to focus on“What needs improvement?”5.Then,top management needs to answer the question,“Overall,how effectively does the HR function allocate its resources?28 2005 Prentice Hall Inc.All rights reserved.