Welcome to class of International Human Resource Management Dr

Slides:



Advertisements
Similar presentations
Managing Human Resources in an International Context
Advertisements

Revision topic 2 International HRM (from week 9).
Prentice Hall, Inc. © A Human Resource Management Approach STRATEGIC COMPENSATION Prepared by David Oakes Chapter 12 International Compensation.
Company LOGO INTERNATIONAL COMPENSATION POLICIES Managing an Supporting International Assignments – Chapter 6.
Human Resource Management McGraw-Hill/Irwin International Business, 11/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter.
Welcome to class of International Human Resource Management by Dr. Satyendra Singh University of Winnipeg Canada.
19 Human Resource Management International Business by Ball, McCulloch, Frantz, Geringer, and Minor McGraw-Hill/Irwin Copyright © 2006 The McGraw-Hill.
Chapter Nineteen Human Resource Management McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
International Human Resource Management
Global Human Resource Management
Global Human Resource Management
© 2005 Prentice-Hall, Inc. 8-1 Chapter 8 International Human Resource Management.
Global Human Resource Management
Chapter 4 Global Human Resource Management
California Payroll Conference
PowerPoint Presentation by Charlie Cook The University of West Alabama 1 Human Resource Management ELEVENTH EDITION G A R Y D E S S L E R © 2008 Prentice.
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
International Human Resources Management
COMPONENTS OF HRM u Recruitment u Selection u Training & Development u Performance Appraisal u Compensation u Labor Relations.
INTERNATIONAL HUMAN RESOURCES MANAGEMENT Yonatan Reshef Strategic Management and Organization Faculty of Business University of Alberta Based on Peter.
INTERNATIONAL BUSINESS Professor H. Michael Boyd, Ph.D.
Submitted by: Kanya Patil APPROACHES TO INTERNATIONAL STAFFING.
Human Resource Management Chapter 19. Worldwide Labor Conditions Statistics Statistics Women in the Workplace Women in the Workplace Statistics Statistics.
International Business 9e
10-1IBUS 681, Dr. Yang International Human Resource Management Chapter 7.
Cultural Differences Cultural Diversification is due to Economic Revolution implementation of policies such as Globalization and Liberalizations of Economy.
Global Business Management (MGT380) Lecture #28. Global Human Resource Management.
Group Exercise You are an American Executive in the computer industry. You currently manage a manufacturing division for the company in Santa Clara, California,
Global Human Resource Management
International Pay Systems
© Prentice-Hall, Inc., 2001 Chapter Twelve International Compensation.
COMPONENTS OF HRM Recruitment Selection Training & Development Performance Appraisal Compensation Labor Relations.
International Human Resource Management Managing people in a multinational context.
INTERNATIONAL RECRUITING & SELECTION, TRAINING AND DEVELOPMENT PROF. R. D. JOSHI.
20-1 Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall Part Six Managing International Operations Chapter Twenty Human Resource Management.
© 2007 Robert Sweo International Human Resources.
STRATEGIC COMPENSATION A Human Resource Management Approach Chapter 14: Compensating Expatriates Copyright © 2015 Pearson Education, Inc.14-1.
Copyright © 2006 The McGraw-Hill Companies, Inc. All rights reserved Human Resource Management Human Resource Management includes Estimation of work force.
Global Total Compensation Compensation Management Prepared by: Mr. Zaheed Husein Mohammad Al-Din, Sr. Lecturer, BBS Adapted from: Compensation, Ninth Edition.
Building an International Workforce: Strategy and Selection
Chapter 4 Global Human Resource Management. chapter 4 Global Human Resource Management.
Managing Global Human Resources
International Human Resource Management
Chapter 1 INTRODUCTION.
Expatriates and Tax Equalization
International Human Resources Management
International Human Resources
Global Human Resource Management
International Human Resource Managment
Human Resource Management
Instructor: Çağrı Topal
Chapter 18 – Human Resource Management
International Human Resource Management
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Managing Global Human Resources
Chapter 13: Compensating Expatriates
International Human Resource Management
Human Resource Management in Global Markets
International Pay Systems
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
GLOBAL HUMAN RESOURCE MANAGEMENT
Managing Global Human Resources
Going International.
Retaining Human Resources
Chapter 1 INTRODUCTION TO IHRM.
Sourcing HR for Global Markets: STAFFING, RECRUITMENT & SELECTION
© 2010 Cengage Learning. All rights reserved.
Managing Human Resources Globally
International Business
Presentation transcript:

Welcome to class of International Human Resource Management Dr Welcome to class of International Human Resource Management Dr. Satyendra Singh Professor, Marketing and International Business University of Winnipeg Canada s.singh@uwinnipeg.ca http://abem.uwinnipeg.ca www.abem.ca/conference

Learning Objectives Objectives: Creating a company “global mindset” International HRM approaches Recruitment selection and training Expatriates Compensation Allowances Bonus Challenges

The Global Mindset Expatriate Global Mind-set A person living outside citizenship country Global Mind-set A mind-set that combines an openness to and an awareness of diversity across markets and cultures with a propensity and ability to synthesize across this diversity

International HRM Approaches… Ethnocentric Hiring and promoting employees on the basis of parent company’s home country frame of reference Bias of the home country Top executives get foreign experience Polycentric Hiring and promoting employees on the basis of specific local context of the subsidiary Movement between home and host country uncommon Must give locals to elevated position revoke permit Local supplier preferred Managers unwilling to take promotion Local managers may have their own agenda

International HRM Approaches Regiocentric Hiring and promoting employees on the basis of the specific regional context of the subsidiary Hiring can be from both countries– home or host Problem with third country employees Geocentric Hiring and promoting employees on the basis of ability and experience without considering race or citizenship Best Practices

Recruitment, Selection and Training… Parent Country National (PCNs) or Home Country National Study of language and culture Host Country National (HCN) Hired in the host country Third Country National

Recruitment, Selection and Training Third Country National (TCN) May accept lower wages and benefits than will employees from the home country May also come from a culture similar to that of the host country May have worked for another unit of the IC and be familiar with policies, procedures and people Common approach in developing countries May not be welcome by host country May come from an international agency Greater use as companies take geocentric view

Expatriates Family Nine of ten expatriate failures family-related Unhappy spouses major reason for early return Company losing a “million-dollar corporate-training investment” in executive

Language Training Language Trap International business person speaks only home language English language has become lingua franca Chinese new “hot” language to know

Expatriate Services… Health care programs to assist companies and expatriates with Claims administration Language Translations Currency conversions Service standardization www.ExpatExpert.com

Expatriate Services Banking services Training Culture and language Online, 24-hour assistance Training Culture and language House hunting, utilities hook up, grocery and hardware shopping, long-distance care for relatives, schools, organizations, and cultural items

Compensation example

Compensation Salaries Paying home country nationals the same salaries as their domestic counterparts permits worldwide consistency bonuses Increasing use of third country nationals- often treated like PCNs Trend to pay HCNs same base

Allowances… Housing Allowance Cost-of-Living Allowance Permits executive to live at same standard as at home Cost-of-Living Allowance Based on differences in price of food, utilities, transportation, entertainment, clothing, personal services, and medical expenses as compared to home Allowances for Tax Differentials Ensures expatriates will not have less after-tax pay at home

Allowances Education Allowances Moving and Orientation Allowances Insures children receive education equal to that at home Moving and Orientation Allowances Household effects and language instruction

Bonuses Bonuses Expatriate employee compensation payments in addition to base salary and allowances because of hardship, inconvenience, or danger Bonuses include Overseas premiums Contract termination payments Home leave reimbursement

Compensation Packages For expatriate employees, packages incorporate many types of payments or reimbursements and must take into consideration exchange rates and inflation

Compensation Packages Can Be Complicated Allowances and percentage of base salary are usually paid in host country currency Percentage usually 65 to 75 percent, with remainder banked where employee directs What Exchange Rate? Must be chosen More difficult in countries with exchange controls and nonconvertible currencies

Compensation of Third Country Nationals Trend toward applying the same compensation plan to third country nationals as home country expatriates Problems can arise in The calculation of income tax differential when American expatriate compared with expatriate from another country Home leave bonus

International Status Entitles expatriate employee to allowances and bonuses applicable to the place of residence and employment Perks Compensate executives while minimizing taxes Private pension plan Retirement payment Life Insurance Hidden slush funds (can be illegal) Club membership Company house Foreign affiliate directorship