© 2008 by Prentice Hall14-1 Human Resource Management 10 th Edition Chapter 14 GLOBAL HUMAN...
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Transcript of © 2008 by Prentice Hall14-1 Human Resource Management 10 th Edition Chapter 14 GLOBAL HUMAN...
© 2008 by Prentice Hall 14-1
Human Resource Management 10th EditionChapter 14
GLOBAL HUMAN RESOURCE MANAGEMENT
© 2008 by Prentice Hall 14-2
Cultural Differences Affecting Global Human Resource Management
Cultural differences vary from country to country with corresponding differences in HR practices
© 2008 by Prentice Hall 14-3
Country’s Culture
• Set of values, symbols, beliefs, languages, and norms that guide human behavior within country
• Learned behavior that develops as individuals grow from childhood to adult
• Countries are recognizing that they need to understand culture of countries in which they do business
© 2008 by Prentice Hall 14-4
Evolution of Global Business
• Not long ago, Mercedes-Benz was still a German company, General Electric was American, and Sony was Japanese
• Many United States firms such as Coca-Cola, Procter & Gamble, and Texas Instruments do most of their business and employ most of their workers outside the U.S.
• Many non-U.S. companies make products here such as with Toyota American making their cars in Kentucky
© 2008 by Prentice Hall 14-5
Evolution of Global Business
• Exporting - Selling abroad retaining foreign agents and distributors
• Licensing - Organization grants foreign firm right to use intellectual properties
• Franchising - Parent company grants another firm right to do business in prescribed manner
© 2008 by Prentice Hall 14-6
Evolution of Global Business (Cont.)
• Multinational corporation - Firm based in one country and produces goods or provides services in one or more foreign countries
• Global corporation - Corporate units in countries are integrated to operate as one organization worldwide - Operates as if the entire world were one entity
© 2008 by Prentice Hall 14-7
Global Professional in Human Resources (HRCI)
• Strategic international HR management
• Organizational effectiveness and employee development
• Global staffing
• International assignment management
• Global compensation
• International employee relations and regulations
© 2008 by Prentice Hall 14-8
Global Human Resource Management
Global HR managers develop and work through integrated global human resource management system similar to one they experience domestically
© 2008 by Prentice Hall 14-9
Environment of Global Human Resource Management
1
Human Resource
Management
Other Functional
Areas
OperationsMarketing
Finance
Lega
l Con
side
ratio
ns E
cono
my
Technology
Society
Shareholders
Unions
Customers Competition Labor Market
Human Resource
Development
Com
pens
atio
n
Staffing
Em
ployee and
Labor Relations
Safety and Health
INTERNAL ENVIRONMENT
EXTERNAL ENVIRONMENT UNITED STATES
GLOBAL ENVIRONMENTU
nanticipated Events
© 2008 by Prentice Hall 14-10
Global Staffing
• Types of Global Staff Members
• Approaches to Global Staffing
© 2008 by Prentice Hall 14-11
Types of Global Staff Members
• Expatriate - Employee working in firm who not citizen of country in which firm is located but citizen of country where organization is headquartered
• Host-country national - Employee’s nationality same as location of subsidiary
• Third-country national - Citizen of one country, working in second country, and employed by organization headquartered in third country
© 2008 by Prentice Hall 14-12
Approaches to Global Staffing
• Ethnocentric staffing - Companies primarily hire expatriates to staff higher-level foreign positions
• Polycentric staffing - When more host-country nationals are used throughout the organization, from top to bottom
© 2008 by Prentice Hall 14-13
Approaches to Global Staffing (Cont.)
• Regiocentric staffing - Regional groups of subsidiaries reflecting organization’s strategy and structure work as a unit
• Geocentric staffing - Uses worldwide integrated business strategy
© 2008 by Prentice Hall 14-14
Expatriate Selection Stages
• Self-selection - Employees determine if they are right for a global assignment (family also)
• Creating a candidate pool
• Technical skills assessment
• Making a mutual decision
© 2008 by Prentice Hall 14-15
Background Investigation
• Conducting background investigations is equally, or more, important
• Differences across cultures and countries often put up barriers to overcome
• Each country has own laws, customs and procedures for background screenings
© 2008 by Prentice Hall 14-16
Global Human Resource Development
• Expatriate Training & Development
• Continual Development: Online Assistance and Training
• Repatriation Orientation and Training
© 2008 by Prentice Hall 14-17
Expatriate Preparation and Development Program
Expatriate Preparation and Development
Prior to Departure: Orientation and Training
During Assignment: Continual Development
Near Completion: Repatriation Orientation Training
Language Culture History Local Customs Living Conditions
Expanding Skills Career Planning Home-Country Development
U.S. Lifestyle U.S. Workplace U.S. Employees
© 2008 by Prentice Hall 14-18
Trends & Innovations: Global E-learning
• Globalization has created special need for e-learning
• Challenges for global e-learning implementation are language and localization issues
• Companies that want to offer courses in several languages usually turn to translators
© 2008 by Prentice Hall 14-19
Compensation for Host-Country Nationals
• Organizations should think globally but act locally
• Compensation - Normally, it is slightly above prevailing wage rates in the area
• Variations in laws, living costs, tax policies, and other factors all must be considered
© 2008 by Prentice Hall 14-20
Compensation for Host-Country Nationals (Cont.)
• Factors to consider: minimum wage requirements, which often differ from country to country and even from city to city within a country; working time information such as annual holidays, vacation time and pay, paid personal days, standard weekly working hours, probation periods, and overtime restrictions and payments; and hiring and termination rules and regulations covering severance practices
© 2008 by Prentice Hall 14-21
Compensation for Host-Country Nationals (Cont.)
• Culture often plays a part in determining compensation
• North American compensation practices encourage individualism and high performance
• Continental European programs typically emphasize social responsibility
• Traditional Japanese approach considers age and company service as primary determinants of compensation
© 2008 by Prentice Hall 14-22
Expatriate Compensation
• Cost 3 - 5 times an assignee’s host-country salary per year and more if currency exchange rates become unfavorable
• Largest expatriate costs include overall remuneration, housing, cost-of-living allowances and physical relocation
• U.S. citizens living overseas can exclude up to $80,000 of income earned abroad
© 2008 by Prentice Hall 14-23
Expatriate Compensation (Cont.)
• Country’s culture can affect compensation
• People in U.S. derive great status from high pay
• Nations in large parts of Europe and Asia shun conspicuous wealth
• In Italy, teamwork is more valued than individual initiative
© 2008 by Prentice Hall 14-24
Global Safety and Health
• Important because employees who work in safe environment and enjoy good health more likely to be productive and yield long-term benefits to organization
• U.S.-based global operations are often safer and healthier than host-country operations, but not as safe as similar operations in U.S.
© 2008 by Prentice Hall 14-25
Global Employees and Labor Relations
• Unionism maintains much of its strength abroad
• Foreign unions less adversarial with management
© 2008 by Prentice Hall 14-26
Global Employees and Labor Relations in European Countries
• Codetermination, which requires firms to have union or worker representatives on their boards of directors, is very common
• Laws make it hard to fire workers, so companies are reluctant to hire
• Generous and lengthy unemployment benefits discourage the jobless from seeking new work
© 2008 by Prentice Hall 14-27
Global Employees and Labor Relations in South American Countries
• In countries such as Chile, collective bargaining for textile workers, miners, and carpenters is prohibited
• Unions are generally allowed only in companies of 25 workers or more. Practice has encouraged businesses to split into small companies to avoid collective bargaining
© 2008 by Prentice Hall 14-28
North American Free Trade Agreement (NAFTA)
• Between Canada, Mexico, and United States
• Facilitated movement of goods across boundaries within North America
• Free-trade zone of over 400 million people
• Combined gross domestic profit of about $12 trillion
© 2008 by Prentice Hall 14-29
Central American Free Trade Agreement
• Ratified by America’s Congress after long political battle, and signed into law in 2005
• Could provide huge economic boost for region
© 2008 by Prentice Hall 14-30
Political and Legal Factors
Nature and
stability of
political and
legal systems
vary throughout
globe
© 2008 by Prentice Hall 14-31
Tariffs and Quotas
• Tariffs - Taxes collected on goods shipped across national boundaries
• Quotas - Limit number or value of goods imported across national boundaries
© 2008 by Prentice Hall 14-32
Global Bribery
• Foreign Corrupt Practices Act
• Law has teeth • Not having ability to use
bribery as tool of doing business has been costly for American companies
© 2008 by Prentice Hall 14-33
Global Equal Employment Opportunity
• Women constitute more than 20% of total expatriate workforce percent of U.S. expatriate managerial workforce
• Some cultures today will not accept woman as a boss
• Sexual harassment is global problem
• Sexual harassment laws differ from country to country
© 2008 by Prentice Hall 14-34
Virtual Teams in Global Environment
• Necessity of everyday working life
• Enable companies to accomplish things more quickly and efficiently
© 2008 by Prentice Hall 14-35
Difficulties that Virtual Teams Confront
• Do not feel as connected or committed to team
• Communication problems directly proportional to number of time zones separating them
• Language problems
© 2008 by Prentice Hall 14-36