1. International Human Resource Management
IHRM trends: complexity, challenges and choices
in the future
Managing people in a multinational context

2. Chapter Objectives
We identify and comment on observed trends and future directions:
International business ethics and HRM
Mode of operation and IHRM
Ownership issues relating to IHRM requirements of organizations other than the large multinational, such as:
family-owned firms
non-government organizations (NGOs)
Safety and security issues
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3. Terms ethical relativist ethical absolutist ethical universalist
risk levels:
primary
micro
macro
Bribery ≠ gifts ≠
facilitating payments
‘critical incident’
family-owned firms
NGOs
SMEs
strategic IHRM
defining culture
emic-etic distinction
static group design
translation & stimulus equivalence
FCPA
OECD
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4. Returning to topics of strategic HRM in MNEs
Figure 12-1
Returning to topics of strategic HRM in MNEs
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5. Transparency International Corruption Perceptions Index 2006
Table 12-1
Transparency International Corruption Perceptions Index 2006
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6. Starting point areas for corporate risk assessment categories
In-facility emergency and disaster preparedness
In-facility security
Industrial espionage, theft, and sabotage
Cyberterroism
Out-of-facility fire and travel risks
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7. Discussion Questions
What is your view of international initiatives to criminalize foreign bribery?
Identify a number of HRM problems that typically arise with expatriate assignments. In what ways might the core ethical values and guidelines identified in this chapter apply to them?
Why is management succession frequently an issue for family-owned firms?
Beyond checklists and systemic analysis, what actions can MNEs taketo reduce risks related to terrorism? What roles can HRM take in these processes?
What IHRM activities would be pertinent to the sending, by Médecins Sans Frontieres, of a medical team into a country such as Bangladesh?
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