1. INTERNATIONAL BUSINESS Professor H. Michael Boyd, Ph.D.

2. Global Human Resource Management

3. International Business 9e By Charles W.L. Hill McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

4. Chapter 19 Global Human Resource Management

5. 19-5 What Is Human Resource Management?  Human resource management (HRM) - the activities an organization carries out to utilize its human resources effectively  These activities include  determining human resource strategy  staffing  performance evaluation  management development  compensation  labor relations  Firms need to ensure there is a fit between their human resources practices and strategy

6. 19-6 What Is The Strategic Role Of HRM In International Firms?  HRM can help the firm reduce the costs of value creation and add value by better serving customer needs  more complex in an international business  differences between countries in labor markets, culture, legal systems, economic systems, etc.

7. 19-7 What Is The Strategic Role Of HRM In International Firms?  HRM must also determine when to use expatriate managers  citizens of one country working abroad  who should be sent on foreign assignments  how they should be compensated  how they should be trained  how they should be reoriented when they return home

8. 19-8 What Is The Strategic Role Of HRM In International Firms? The Role of Human Resources in Shaping Organizational Architecture

9. 19-9 What Is A Staffing Policy?  Staffing policy is concerned with the selection of employees who have the skills required to perform a particular job  can be a tool for developing an promoting the firm’s corporate culture  the organization’s norms and value system  a strong corporate culture can help the firm implement its strategy

10. 19-10 What Is A Staffing Policy?  Three main approaches to staffing policy 1.The ethnocentric approach - fill key management positions with parent-country nationals 2.The polycentric approach recruit host country nationals to manage subsidiaries in their own country, and parent country nationals for positions at headquarters 3.The geocentric approach seek the best people, regardless of nationality for key jobs

11. 19-11 Why Choose An Ethnocentric Staffing Policy?  Firms that pursue an ethnocentric policy believe that  there is a lack of qualified individuals in the host country to fill senior management positions  it is the best way to maintain a unified corporate culture  value can be created by transferring core competencies to a foreign operation via parent country nationals  it makes sense with an international strategy  But  it limits advancement opportunities for host country nationals  it can lead to "cultural myopia"

12. 19-12 Why Choose A Polycentric Staffing Policy?  The polycentric approach  makes sense for firms pursuing a localization strategy  can minimize cultural myopia  may be less expensive to implement than an ethnocentric policy  But  host country nationals have limited opportunities to gain experience outside their own country and so cannot progress beyond senior positions in their own subsidiaries  a gap can form between host country managers and parent country managers

13. 19-13 Why Choose A Geocentric Staffing Policy?  The geocentric approach  is consistent with building a strong unifying culture and informal management network  makes sense for firms pursuing a global or transnational strategy  enables the firm to make the best use of its human resources  builds a cadre of international executives who feel at home working in a number of different cultures  But  can be limited by immigration laws  is costly to implement

14. 19-14 Which Staffing Policy Is Best? Comparison of Staffing Approaches

15. 19-15 What Is Expatriate Failure?  Firms using an ethnocentric or geocentric staffing strategy will have expatriate managers  Expatriate failure is the premature return of an expatriate manager to the home country  each expatriate failure can cost between $40,000 and $1 million  between 16 and 40% of all American expatriates in developed countries fail and almost 70% of Americans assigned to developing countries fail

16. 19-16 What Is The Rate Of Expatriate Failure? Expatriate Failure Rates

17. 19-17 Why Do Expatriate Managers Fail?  The main reasons for U.S. expatriate failure are  the inability of an expatriate's spouse to adapt  the manager’s inability to adjust  other family-related reasons  the manager’s personal or emotional maturity  the manager’s inability to cope with larger overseas responsibilities

18. 19-18 Why Do Expatriate Managers Fail?  The reason for European expatriate failure is  the inability of the manager’s spouse to adjust  The main reasons for Japanese expatriate failure are  the inability to cope with larger overseas responsibility  difficulties with the new environment  personal or emotional problems  a lack of technical competence  the inability of spouse to adjust

19. 19-19 How Can Firms Reduce Expatriate Failure?  Firms can reduce expatriate failure through improved selection procedures  Four dimensions that predict expatriate success are 1.Self-orientation - the expatriate's self-esteem, self- confidence, and mental well-being 2.Others-orientation - the ability to interact effectively with host-country nationals 3.Perceptual ability - the ability to understand why people of other countries behave the way they do 4.Cultural toughness – the ability to adjust to the posting

20. 19-20 Why Is A Global Mindset Important?  A global mindset may be the fundamental attribute of a global manager  cognitive complexity  cosmopolitan outlook  A global mindset is often acquired early in life from  a family that is bicultural  living in foreign countries  learning foreign languages as a regular part of family life

21. 19-21 What Is Training And Management Development?  After selecting a manager for a position, training and development programs should be implemented  Training focuses upon preparing the manager for a specific job  Management development is concerned with developing the skills of the manager over time  gives the manager a skill set and reinforces organizational culture  Historically, most firms focus more on training than on management development

22. 19-22 Why Is Training Important For Expatriate Managers?  Training can reduce expatriate failure  Cultural training - fosters an appreciation for the host country's culture  Language training - an exclusive reliance on English diminishes an expatriate's ability to interact with host country nationals  Practical training - helps the expatriate and her family ease themselves into day-to-day life in the host country  But, studies show only about 30% of managers sent on one- to five-year expatriate assignments received training before their departure

23. 19-23 What Happens When Expatriates Return Home?  Training and development should include preparing and developing expatriate managers for reentry into their home country organization  need good programs for  re-integrating expatriates back into work life within their home country organization  utilizing the knowledge they acquired while abroad

24. 19-24 Why Is Management Development Important To Firm Strategy?  Management development programs increase the overall skill levels of managers through  ongoing management education  rotations of managers through jobs within the firm to give them varied experiences  Management development can be a strategic tool to build a strong unifying culture and informal management network  support both transnational and global strategy

25. 19-25 How Should Expatriates Be Evaluated?  Evaluating expatriates can be especially complex  typically, both host nation managers and home office managers evaluate the performance of expatriate managers  But, both types of managers are subject to unintentional bias  home country managers tend to rely on hard data when evaluating expatriates  host country managers can be biased towards their own frame of reference

26. 19-26 How Can Performance Appraisal Bias Be Reduced?  To reduce bias in performance appraisal  more weight should be given to an on-site manager's appraisal than to an off-site manager's appraisal  a former expatriate who has served in the same location should be involved in the process  home office managers should be consulted before an on-site manager completes a formal termination evaluation

27. 19-27 What Are The Key Issues In Compensating Expatriates?  Two key issues on compensation 1.How to adjust compensation to reflect differences in economic circumstances and compensation practices 2.How to pay expatriate managers

28. 19-28 How Should National Differences In Compensation Be Treated?  Currently, there are substantial differences in executive compensation across countries  Research shows  a top U.S. executive made an average of $525,923 in the 2005-2006 period, compared to $278,697 in Japan, and $158,146 in Taiwan

29. 19-29 How Should National Differences In Compensation Be Treated?  Question: Should pay be equalized across countries?  Many firms have recently moved toward a compensation structure that is based on global standards  especially important in firms with a geocentric staffing policy  But, most firms still set pay according to the prevailing standards in each country

30. 19-30 How Should Expatriates Be Paid?  Most firms use the balance sheet approach  equalizes purchasing power across countries so employees have the same living standard in their foreign posting as at home  and adds a financial incentive to take the position

31. 19-31 How Should Expatriates Be Paid?  A compensation package has five components 1.Base salary - normally in the same range as the base salary for a similar position in the home country  can be paid either in the home currency or in the local currency 2.Foreign service premium - extra pay the expatriate receives for working outside his country of origin  generally offered as an incentive to accept foreign assignments

32. 19-32 How Should Expatriates Be Paid? 3.Various allowances - hardship, housing, cost- of-living, education 4.Tax differentials - may have to pay income tax to both the home country and the host-country governments no reciprocal tax treaty exists  company usually covers extra tax assessments 5.Benefits – many firms provide the same level of medical and pension benefits abroad that employees receive at home

33. 19-33 Why Are International Labor Relations Important?  Question: Can organized labor limit the choices available to an international business?  Labor unions can limit a firm's ability to pursue a transnational or global strategy  HRM needs to foster harmony and minimize conflict between management and organized labor

34. 19-34 What Are The Concerns Of Organized Labor?  Organized labor is concerned that 1.Multinationals can counter union bargaining power by threatening to move production to another country 2.Multinationals will farm out only low-skilled jobs to foreign plants making it easier to switch production locations 3.Multinationals will import employment practices and contractual agreements from their home countries and reduce the influence of unions

35. 19-35 How Does Organized Labor Respond To MNC Power?  Organized labor has responded to the increased bargaining power of multinational corporations by 1.Trying to set-up their own international organizations 2.Lobbying for national legislation to restrict multinationals 3.Trying to achieve regulation of multinationals through international organizations such as the United Nations  So far, these efforts have had only limited success

36. 19-36 How Are MNCs Responding To Organized Labor?  Many firms are centralizing labor relations to enhance the bargaining power of the multinational vis-à-vis organized labor  in the past, labor relations were usually decentralized to individual subsidiaries  The way in which work is organized within a plant can be a major source of competitive advantage so it is important for management to have a good relationship with labor