OS 3524/17/08

I. Administration.A. Final Exam (not cumulative): Monday, 4/28, Science

Center 362, 11:45am-2:45pmB. Last class Thursday, 4/24, regular classroom –

Course summary and article discussion (Combs & Hammonds), evals, +.5 for attending

C. Next class, Tues., 4/22 at the Outdoor Lodge (near the Watertower) – Metrics, Systems. +.5 for attending.

D. Rosie the Riveter extra credit write-ups due Friday, 4/18 (email is fine).

II. Workplace safety.

III. International HRM

Importance of Workplace Safety

Injuries, deaths of workers 4.6 cases of illness/injury per 100

workers (2005) 3.9 deaths per 100,000 ees (2006)

Lost time and productivity Workers’ Compensation rates OSHA attention and fines Negative publicity

The Importance of Visuals

•Lost time accident this week.

•No lost time accidents in two weeks.

•No lost time accident in 4 weeks.

The Importance of Proper Incentives

• Safety targets should be included in incentive bonus formulas.

•Safety targets and improvements should be under the control of the workers.

•Remove contextual factors that suppress the timely reporting of safety incidents.

The Importance of Training

• Technic of Operations Review (TOR): Discussion/analysis of accidents and “near misses” without penalizing participants.

•Training support by managers and peers.

Examples:Blocked Emergency ExitsSlippery floorsFalling without injury

Accidents Waiting to Happen

Smoking on the production floor.

Drinking / drugs on the job.

Lack of basic safety equipment.

Lack of attention to ergonomics.

Pranks

Occupational Safety and Health Act

Authorizes the federal government to establish and enforce occupational safety and health standards for most places of employment

U.S. Department of Labor U.S. Department of Health and Human Services

Occupational Safety andHealth Administration (OSHA)

• Routine employer inspections

• Investigations of deaths, injuries

• Levies fines.

•Up to $20,000 for violations that result in the death of a worker

•$1000 per violation for less serious violations

• Employer education and assistance.

Federal Inspections - Fiscal Year 200638,579 Inspections

Number PercentReason for Inspection

 7,376 (19.1%)Complaint/accident related

21,504 (55.7%)High hazard targeted

 9,699 (25.1%)Referrals, follow-ups, etc.

Number Percent Industry Sector

22,891 (59.3%) Construction

7,689 (19.9%) Manufacturing

403 (1%) Maritime

7,596 (19.7%) Other industries

OSHA Statistics - 2006

Violations Percent TypeCurrent

Penalties

    479 (0.5%) Willfuli $16,009,045

61,337 (73.1%) Seriousii 54,139,361

2,551 (3.0%) Repeatiii 9,688,804

  288 (0.3%)Failure to Abateiv 1,044,925

19,246 (23%) Otherv 3,098,221

    12 (0.01%) Unclassified 1,044,925

83,913 TOTAL $84,413,006

Safety-Related Courses at Clarksonfor Business Students

•IH 309 – Industrial Hygiene• IH 330 – Safety Management

•IH 320 – Ergonomics – click on link for excerpt of OSHA powerpoint on the poultry industry• IH 416 – Occupational Toxicology• ES 532 – Risk Analysis

Terms You Should Know

Technic of Operations Review

Occupational Safety and Health Administration (OSHA)

You Should be Able To …

Discuss why safety is important to the management of people in organizations.

Know what OSHA does.

Understand multiple ways that HR practices can help ensure a safe workplace.

14

The Stages of Internationalization

Stage 1: Domestic Operations The firm’s market is exclusively domestic.

Stage 2: Export Operations The firmexpands its market to include othercountries, but retains productionfacilities within domestic borders.

Stage 3: Subsidiaries or Joint VenturesThe firm physically moves some of itsoperations out of the home country.

Stage 4: Multinational Operations The firm becomes a full-fledged multinational corp. (MNC) with assembly and production facilities in several countries and regions of the world. Some decentralization of decision making is common, but many personnel decisions are still made at corp. headquarters.

Stage 5: Transnational Operations Firms that reach this stage are often called transna-tional because they owe little allegiance to their country of origin. Operations are highly decentralized, with each busi-ness unit free to make personnel decisions with very loose control from corp. headquarters.

Culture

A community’s set of shared assumptions about how the world works and what ideals are worth striving for.

In brief … shared understandings.

Hofstede’s Cultural Dimensions(text)

1) Individualism / CollectivismStrength of the relationship between the individual and other individuals in the society

Collectivist countries: Mexico, Pakistan, Taiwan

Individualistic countries: U.S., U.K.

Hofstede’s Cultural Dimensions(text)

2) Power DistanceThe way the culture deals with unequal distribution of power and defines the amount of inequality that is normal.

High Power Distance Countries: Mexico, Japan

Low Power Distance: U.S., Denmark, Israel

Hofstede’s Cultural Dimensions(text)

3) Uncertainty Avoidance Describes how cultures handle the fact that the future is unpredictable.

High Uncertainty Avoidance Countries: Greece, Portugal

Low Uncertainty Avoidance: Singapore, Jamaica

Hofstede’s Cultural Dimensions(text)

4) Masculinity / FemininityEmphasis a culture places on practices or qualities that have traditionally been considered masculine or feminine.

Masculine cultures: Germany, Japan

Feminine cultures: Sweden, Norway

Hofstede’s Cultural Dimensions(text)

5) Long-term/Short-term orientation Whether the focus of cultural values is on the future (long-term) or the past and present (short-term).

Long-term orientation: Japan, China

Short-term orientation: U.S., Russia, West Africa

21

Why International Assignments End in Failure

• Career Blockage• Many feel that the home office has forgotten them and

that their career has been sidetracked• Culture Shock

• Many people who take international assignments cannot adjust to a different cultural environment

• Overemphasis on Technical Qualifications• The same traits that led to success at home can be

disastrous in another country• Family Problems

• The inability or unwillingness of the expatriate’s spouse and children to adapt to life in another country is one of the most important reasons for failure

22

Selecting Employees for International Assignments

Emphasize cultural sensitivity as a selection criteria

Establish a selection board of expatriates Require previous international experience Explore the possibility of hiring foreign-born

employees who can serve as “expatriates” at a future date

Screen candidates’ spouses and families

23

Training Employees for International Assignments

24

Compensation

Provide the expatriate with a disposable income that is equivalent to what he or she would receive at home.

Provide and explicit “add-on” incentive for accepting an international assignment.

Avoid having expatriates fill the same jobs held by locals or lower-ranking jobs.

Virtual Expatriate

Employee who manages an operation abroad without permanently relocating in another country.

26

EEO in the International Context

U.S. companies are prohibited from basing employment decisions on employee characteristics such as race, sex, and age. This prohibition applies to international assignments, with the single exception that companies are not required to violate a host nation law.

Foreign national employees of U.S. companies in their own country or in some other foreign country are not covered by U.S. employment law.

Under the Immigration Control and Reform Act of 1986, people who are not U.S. citizens but who are living and have legal work status in the United States may not be discriminated against.