human resource management (fix).pptx

8/11/2019 HUMAN RESOURCE MANAGEMENT (Fix).pptx

1/23


2/23

Recruitment and retention of a workforce

Increase effectiveness of workforce

Activities and skills needed to meet objectives:

Human Resource Objectives

Compensation According

to Effectiveness

Personnel Planning and

StaffingPersonnel Training

Understanding of Labor-

Management Relations


3/23

Primary need is for an export manager

Marketing or sales manager of the firm typically is responsible

for beginning export activities

Will usually hire an export manager from outside rather than

promote from within

Knowledge of the product or industry is less important than

international experience

Early Stages of

Internationalization


4/23

Overseas assignment categories:

Ability to attract talent around the world can be a competitive

advantage

Company needs:

1. A network of global specialists to work together

2. To develop clear career paths for overseas managers

3. To coordinate and leverage resources across borders

Advanced Stages of

Internationalization

Trouble-

ShootersCEO

Functional

Heads

White- or

Blue-Collar

Workers


5/23

New Management Challenge

Global competition is forging new cooperative ties between firms

from different countries

Tasks needed:

Assign and motivate people so venture will meet goals

Strategic management of human resources

Interfirm Cooperative

Ventures


6/23

Sources for recruiting include:

Criteria for deciding between expatriates and

local managers :

Sources for Management

Recruitment

External

Talent

Within the

Company

Other Product

or Region

Group

Local

ManagersExpatriates

Availability and quality of talent pool

Corporate policies

Environmental constants on the legal, cultural, and economic

fronts


7/23


8/23

During the export stage, outside expertise is sought at first, but the

firm then begins to develop its own personnel for international

operations

When international operations are expanded, a recruitment

dilemma may occur when dealing with internal recruitment of

young managers

Recruitment During the

Internationalization Process


9/23

Selection Criteria

for Overseas Assignment

Competence

Technical

knowledge

Leadership Ability

Experience, Past

Performance

Area Expertise

Language

Personal

Characteristics

AgeEducation

Sex

Health

Marital Relations

Social

Acceptability

Adaptability

Interest in Overseas

Work

Relational Abilities

Cultural Empathy

Appreciation of New

Management Styles

Appreciation ofEnvironmental

Constraints

Adaptability of Family


10/23

Adaptability screeningusually involves interviewing both the

overseas candidate and the candidates family to determine how well

they are likely to adapt to another culture

An orientation program facilitates new workers with their roles

and prepares them for assignments overseas

The Selection and

Orientation Challenge


11/23

Pronounced reactions to the psychological disorientation when

spending an extended time in a new environment

Stages include:

Culture Shock

Initial Euphoria

Irritation/

Hostility

Adjustment

Re-Entry

~ Enjoying the novelty, largely from the perspective of aspectator

~ Experiencing cultural differences

~ Adapting to the situation

~ Biculturalism or cases of going native are possible

~ Returning home to face a possibly changed home

environment


12/23

Returning home may invoke mixed feelings

Reverse cultural shock may emerge

Find a place in corporate hierarchy

Family must give up their special status

Repatriation

Four step process for repatriation planning:

Assessment of foreign assignments in terms of

environmental constraints and corporate objectives Preparation of the individual for an oversees assignment

Communication during the tour on developments at

headquarters

Reorientation upon reentry


13/23

A firms expatriate compensation program has to be effective in

the following areas:

Home-country salary

Assignment-location costs Home-country equivalent purchasing power

Compensation of the manager overseas can be

divided into two general categories:

Base-salary allowances

Salary-related allowances

Compensation


14/23

Base Salary and

Non-Salary-Related Allowances

Base Salary AllowancesNon-Salary-Related

Allowances

Depends on qualifications,

responsibilities, and duties

Cost of Living Allowance (COLA)

Foreign Service Premium

Hardship Allowance

Housing Allowance

Tax-equalization Plan

Relocation allowance

Mobility allowance

Home sale or rental protection,

household storage or shipment

Automobile protection

Travel expenses

Temporary living expenses Education allowance

Medical expenses

Home leave


15/23


16/23

Method of Payment

The method of payment, especially in terms of currency, is

determined by a number of factors.

The most common method is to pay part of the salary in the

local currency and part in the currency of the managers home

country.


17/23

Compensation of Host-Country

Nationals

The compensation packages paid to local managerscash,

benefits, and privilegesare largely determined as a function

of internal equity and external competitiveness.

Internal equity may be complicated because of cultural

differences in compensation

External competitiveness depends on the market price of

trained individuals and their attraction to the firm.


18/23

Rights of information, consultation, and codetermination develop

on three levels:

The shop-floor level, or direct involvement

The management level, or through representative bodies The board level

Labor Participation in

Decision Making

Self managementIndependent decision making

CodeterminationEmployees are represented on supervisory boardsto facilitate communication and collaboration

Minority participantParticipation by a group having less than the numberof votes necessary for control.

Works CouncilWorkers and managers who participate in decisions

affecting them


19/23

Quality of Work Life

Various corporae efforts in the areas of personal and professional

development undertaken with the objectives of increasing employeesatisfaction and increasing productivity.

Work Redesign Programs

Programs that alter jobs to increase both the quality of the work

experience and productivity.

Improvement of Quality

of Work Life


20/23

Efforts to improve personal and professional development:

Team building is aimed at enhancing the cohesiveness of a department

Quality circles are groups of workers who meet regularly to discuss

issues related to productivity

Work scheduling involves preparing schedules of when and how long

workers are at the workplace

Flextime allows workers to determine their ownstarting and ending

times


21/23

Role varies from country to country

Investment decisions can be guided by union considerations

Union challenges due to internationalization:

The Role of Labor Unions

Insufficient

Attention to

Local Issues

Power of the

Firm to Move

Production

Availability ofData

Difficulty in

being Heardby Decision

Makers


22/23

Anticipate the demand for various skills and have programs to ensure

availability of employees when needed

Compensation packages are shaped by:

Human Resource Policies

Collective

BargainingCulture Legislation Taxation

Character-

istics of the

Job


23/23

human resource management (fix).pptx

Documents