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    International Human Resource Management: Managing People in A Multinational Context

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    wejdazo
    The document discusses international human resource management and focuses on managing foreign operations. It covers staffing foreign operations, reasons for international assignments like filling positions and developing managers, types of assignments from short to long term, and alternatives like commuter assignments. The roles of expatriates and host country nationals are examined. Calculating return on investment for international assignments and the role of corporate HR in multinational enterprises are also summarized.

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    International Human Resource Management: Managing People in A Multinational Context

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    wejdazo
    86 views14 pages
    The document discusses international human resource management and focuses on managing foreign operations. It covers staffing foreign operations, reasons for international assignments like filling positions and developing managers, types of assignments from short to long term, and alternatives like commuter assignments. The roles of expatriates and host country nationals are examined. Calculating return on investment for international assignments and the role of corporate HR in multinational enterprises are also summarized.

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    ch4 IH

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    The document discusses international human resource management and focuses on managing foreign operations. It covers staffing foreign operations, reasons for international assignments like filling positions and developing managers, types of assignments from short to long term, and alternatives like commuter assignments. The roles of expatriates and host country nationals are examined. Calculating return on investment for international assignments and the role of corporate HR in multinational enterprises are also summarized.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    86 views14 pages

    International Human Resource Management: Managing People in A Multinational Context

    Uploaded by

    wejdazo
    The document discusses international human resource management and focuses on managing foreign operations. It covers staffing foreign operations, reasons for international assignments like filling positions and developing managers, types of assignments from short to long term, and alternatives like commuter assignments. The roles of expatriates and host country nationals are examined. Calculating return on investment for international assignments and the role of corporate HR in multinational enterprises are also summarized.

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    © All Rights Reserved
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    of 14

    International Human Resource Management

    Managing people in a multinational context


    Chapter Objectives
    We focus on the ‘managing the people’ aspect of IHRM:
    • Issues relating to staffing foreign operations
    • The reasons for using international assignments:
    filling positions and developing managers and organizations.
    • Various types of international assignments:
    short term, extended and longer term;
    • Various non-standard arrangements:
    commuter, rotator, contractual and virtual
    • The role of expatriates and non-expatriates in supporting
    international business activities
    • Return on investment of international assignments
    • The role of the corporate HR function in MNEs

    IHRM Chapter 4 2
    Table
    4-1a
    The advantages and disadvantages of using PCNs

    IHRM Chapter 4 3
    Table
    4-1b
    The advantages and disadvantages of using TCNs

    IHRM Chapter 4 4
    Table
    4-1c
    The advantages and disadvantages of using HCNs

    IHRM Chapter 4 5
    Staffing Choices
    Ethnocentric Management
    Where the home country management style is imposed on the host country. The assumption is
    that what works at home should also work overseas. This style of management is not well suited
    or applicable to the global world today. The management team has to diversify and adjust in
    being flexible to accommodate the host country’s culture and employees’ norms and social
    relation in the workplace.
    Polycentric Management
    The foreign market is too hard to understand so host-country managers are relatively free to
    manage their own way. Competition is focused on a market-by-market basis. This type of
    management style is used by such franchises as McDonald’s, Domino’s Pizza, Kentucky Fried
    Chicken, Pizza Hut, and Burger King.
    Regiocentric Management
    The style most parent organizations use when they feel that the regional insiders best
    coordinate operations within the region. The assumption is that the regional workers know their
    market better than others. Similarly, these employees can serve an entire region for economies
    of scale purposes instead of having many representatives in various countries.
    Geocentric Management
    A highly interdependent system that speaks in terms of the global village. The focus is at once
    both worldwide and on local objectives. Some franchises operate based on the geocentric
    management orientation. They focus on being a worldwide business first and then they
    regionalize in groups.
    IHRM Chapter 4 6
    Figure
    4-1
    Determinants of staffing choices

    IHRM Chapter 4 7
    Reasons for International Assignments
    1. Position filling
    2. Management development
    3. Organization development

    IHRM Chapter 4 8
    Types of international assignments
    • Short term up to 3 months
    • Extended up to 1 year
    • Long term (traditional expatriate assignment)
    1 to 5 years
    Some non-standard assignments:
    • Commuter go home every one to two weeks
    • Rotational commute for set period followed by
    break in home country
    • Contractual specific skills employees hired for
    6 to 12 months on specific projects
    • Virtual employee manages international
    responsibilities from home country base
    IHRM Chapter 4 9
    Table Differences between
    4-2 traditional and short-term assignments

    IHRM Chapter 4 10
    Figure
    4-2
    The roles of an expatriate

    IHRM Chapter 4 11
    Figure
    4-3
    ROI indicators for calculating international assignments

    IHRM Chapter 4 12
    4-steps to calculate expatriate ROI
    1. Identify financial and non-financial costs and
    benefits.
    2. Link the costs and benefits to the purpose of
    the long-term assignment.
    3. Identify the appropriate antecedents (prior
    events) from a system’s perspective.
    4. Conduct the calculation at an appropriate time
    within the context of the assignment’s purpose.

    IHRM Chapter 4 13
    Table Various roles of corporate HR
    4-3

    IHRM Chapter 4 14

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