Introduction: The Enduring Context of IHRM Chapter 1 Introduction: The Enduring Context of IHRM IBUS 618 Dr. Yang

Chapter Objectives We will establish the scope of the textbook: Define key terms in IHRM Review expatriate management evolution Outline the differences between domestic HRM and IHRM Identify variables that moderate these differences Discover the increasing complexity and potential challenges of current IHRM, and Discuss trends and emerging challenges in the global work environment in which IHRM functions and activities are conducted IBUS 618 Dr. Yang

Three Approaches to IHRM Cross-cultural management Examine human behavior within organizations from an international perspective Comparative HRM and Industrial Relations Seeks to describe, compare and analyze HRM systems and IR in different countries HRM in multinational firms Explore how HRM is practiced in multinationals IBUS 618 Dr. Yang

Interrelationships between Approaches to the Field Figure 1-1 IBUS 618 Dr. Yang

The General Field of HR Major Functions and Activities Human resource planning Staffing Recruitment Selection Placement Performance management Training and development Compensation (remuneration) and benefits Industrial relations IBUS 618 Dr. Yang

Whirlpool’s Globalization Where to go among alternative markets? $23/hr in the U.S. including the benefits $3/hr in Mexico $1/hr in China $32/hr in Germany Mode of entry? Acquisition of Phillips N.V. for more than $1 billion in 1991 Whirlpool’s total employees today: 23,000 in the U.S. 45,000 overseas IBUS 618 Dr. Yang

Potential Factors to Consider Types of industry and technology Mode of entry Time of entry Cost of entry Human resources Types of labor Cost of labor Proximity to the market and consumers Regional Global Standardization vs. Adaptation IBUS 618 Dr. Yang

Whirlpools Global Network The high-end $1,200 model from Germany The smaller front loaders from Mexico Mexican engineers, foremen and supervisors had 18 months training in Germany Top loading machines made in Ohio for Americans Microwave ovens engineered in Sweden and made in China Refrigerators assembled in Brazil and exported to Europe IBUS 618 Dr. Yang

What does IHRM add into the Traditional Framework of HRM? Types of employees Within and cross-cultural workforce diversity Coordination Communication Human resource activities Procurement Allocation Utilization of human resources Nation/country categories where firms expand and operate Host country Parent country Third country IBUS 618 Dr. Yang

Figure 1-2 A Model of IHRM IBUS 618 Dr. Yang

What is an expatriate? An employee who is working and temporarily residing in a foreign country Some firms prefer to use the term “international assignees” Expatriates are PCNs from the parent country operations, TCNs transferred to either HQ or another subsidiary, and HCNs transferred into the parent country Global flow of human resources IBUS 618 Dr. Yang

International Assignments Create Expatriates: Figure 1-3 IBUS 618 Dr. Yang

Differences between Domestic HRM and IHRM More HR activities The need for a broader perspective More involvement in employees’ personal lives Changes in emphasis as the workforce mix of expatriates and locals varies Risk exposure Broader external influences IBUS 618 Dr. Yang

Variables that Moderate Differences between Domestic HR and IHRM Figure 1-4 IBUS 618 Dr. Yang

World top ten non-financial transnational corps World top ten non-financial transnational corps., ranked by transnational index Table 1-1 IBUS 618 Dr. Yang

World top ten non-financial transnational corps World top ten non-financial transnational corps., ranked only by foreign assets Table 1-2 IBUS 618 Dr. Yang

Strategic HRM in multinational enterprises Figure 1-5 IBUS 618 Dr. Yang

Laurent’s steps to truly international HRM Recognize that one’s own HRM reflects home culture assumptions and values. Recognize that one’s own peculiar ways are neither universally better nor worse than others - just different and likely to exhibit strengths and weaknesses, particularly abroad. Recognize that organization’s foreign subsidiaries may prefer other ways to manage people – ways that are neither intrinsically better nor worse, but possibly more effective locally. Headquarters willingness to acknowledge cultural differences and steps to make them discussable and therefore usable. Build shared genuine belief that cross-cultural learning will result in more creative and effective ways of managing people. IBUS 618 Dr. Yang IHRM Chapter 1 18

Chapter Summary (cont.) We have established the scope of the textbook: Defined IHRM and the term “expatriate”. Discussed major differences between domestic HRM and IHRM – looking at six factors: More HR activities Need for a broader perspective More involvement in employees’ personal lives Changes in emphasis as the workforce mix of expatriates and locals varies, Risk exposure and More external influences IBUS 618 Dr. Yang

Chapter Summary Identified four other variables moderating that differences between domestic and international HRM Host-country cultural environment Type of the industry Reliance of the MNC on its home-country market Attitudes of the senior management This treatment has enabled us to provide an overview of the field of IHRM and to establish how the general environment affects IHRM. The next chapter examines the organizational context where we explore how IHRM activities are determined by, and influence various internal changes as the firm internationalizes. IBUS 618 Dr. Yang

Discussion Questions What are the main similarities and differences between domestic and international HRM? Define these terms: IHRM, PCN, HCN, and TCN. Discuss two HR activities in which a MNE must engage that would not be required in a domestic environment. Why is a greater degree of involvement in employees’ personal lives inevitable in many IHRM activities? Discuss at least two of the variables that moderate differences between domestic and international HR practices. IBUS 618 Dr. Yang