Chapter Seventeen: 17.1 EXPATRIATE ASSIGNMENTS

Slides:

Advertisements

Similar presentations

Copyright Atomic Dog Publishing, 2002 International Personal Selling and Personnel Management Dana-Nicoleta Lascu Chapter 15.

Advertisements

Developing a Global Management Cadre

Fourteen C h a p t e rC h a p t e r Global Human Resource Management Part Five Competing in a Global Marketplace.

International HRM case study notes

Chapter 5 Global Human Resource Management

International Human Resources Management

I n t e r n a t i o n a l M a r k e t i n g Personal Selling and Sales Management Chapter t h E d i t i o n P h i l i p R. C a t e o r a M a r y.

EMPLOYEES IN MULTINATIONAL ORGANIZATIONS u Local country nationals (LCNs) u Expatriate workers or home country nationals (HCNs) u Third country nationals.

Performance Management

Copyright Atomic Dog Publishing, 2004 Chapter 14 Establishing HRM Practices Overseas.

For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: © 2010 Cengage Learning Chapter 17 International HRM.

Global Human Resource Management

Training Programme – Introduction Training Programme – Introduction Estimated cost of a three year assignment = $ 1 MILLION (Source: Brewster 2001) Done.

Training Programme – Phase 1 (Defining The Assignment and Expectations) Training Programme – Phase 1 (Defining The Assignment and Expectations) STRATEGIC.

Human Resource Management : Gaining a Competitive Advantage Chapter 15 Managing Human Resources Globally Copyright © 2013 by The McGraw-Hill Companies,

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.

Mgt Mgt. 485 CHAPTER 15 HUMAN RESOURCE SELECTION AND REPATRIATION.

Human Resources Selection and Development

Human Resource Management.  Different approaches to staffing policy  Foreign postings – Why do managers fail? – How can they increase their chances.

Chapter Learning Objectives

Training Programme – Introduction Training Programme – Introduction Estimated cost of a three year assignment = $ 1 MILLION (Source: Brewster 2001) Done.

Human Resource Selection and Development Across Cultures

Human Resource Management

Chapter 15 Learning Objectives

International Business 9e

10-1IBUS 681, Dr. Yang International Human Resource Management Chapter 7.

International HR 1. Globalization Forces for Globalization Free Trade (EU, NAFTA, WTO) Free Trade (EU, NAFTA, WTO) Political and economic liberalization.

© Laura Portolese Dias 2011, published by Flat World Knowledge Human Resource Management By Laura Portolese Dias 14-1.

Chapter 16 Human Resource Management McGraw-Hill/Irwin Global Business Today, 4/e © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

Irwin/McGraw-Hill [Modified by EvS] Mgt. 485 CHAPTER 15 HUMAN RESOURCE SELECTION AND REPATRIATION.

Mgt Mgt 485 CHAPTER 16 HUMAN RESOURCE DEVELOPMENT ACROSS CULTURES.

Cross-Cultural Management 1 GLOBAL HUMAN RESOURCES.

COMPONENTS OF HRM Recruitment Selection Training & Development Performance Appraisal Compensation Labor Relations.

15-1 McGraw-Hill/IrwinCopyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved. fundamentals of Human Resource Management 4 th edition by.

© 2011 South-Western | Cengage Learning Human Resources Management Foundations of Human Resources Management Selecting and Hiring Staff.

1 Dessler, Cole and Sutherland Human Resources Management in Canada Canadian Ninth Edition Chapter Eighteen Managing Human Resources in an International.

Special Issues in Training Development

Chapter 7 Training Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.

McGraw-Hill/Irwin © 2004 The McGraw-Hill Companies, Inc., All Rights Reserved.

Building an International Workforce: Strategy and Selection

International Human Resource Managment

CHAPTER 14 INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Managing Global Human Resources

INTERNATIONAL TRAINING, DEVELOPMENT, & CAREERS

International Human Resource Managment

Chapter Sixteen: 16.1 STAFFING TO CONTROL

THE INTERNATIONAL HRM FRAMEWORK

Instructor: Çağrı Topal

Human Resources Planning for Global Expansion

INTERNATIONAL PERFORMANCE MANAGEMENT

Chapter 15 MANAGING HUMAN RESOURCES GLOBALLY

INTERNATIONAL HUMAN RESOURCE MANAGEMENT

Managing Global Human Resources

Performance Management

“CHOOSING THE RIGHT CANDIDATE FOR THE JOB”

Human Resource Management in Global Markets

GLOBAL HUMAN RESOURCE MANAGEMENT

INTERNATIONAL TRAINING, DEVELOPMENT, & CAREERS

Managing Global Human Resources

Chapter Ten: 10.1 PLANNING CHANGE

INTRODUCTION TRAINING SUPPORT THE SHOCK OF RETURN

Sourcing HR for Global Markets: STAFFING, RECRUITMENT & SELECTION

Important Concerns of Expatriates

Managing Human Resources Globally

International Business

International HRM case study notes

INTERNATIONAL PERFORMANCE MANAGEMENT

Broadening Your Education

Presentation transcript:

Chapter Seventeen: 17.1 EXPATRIATE ASSIGNMENTS INTRODUCTION EXPATRIATE FUNCTIONS EXPATRIATE SUCCESS AND FAILURE SELECTING FOR SUCCESS IMPLICATING FOR THE MANAGER SUMMARY EXERCISE.

Chapter Seventeen: 17.2 EVALUATING SUCCESS AND FAILURE The expatriate’s SUCCESS or Failure is evaluated relative to his/her performance back home relative to the job description relative to the circumstances The evaluation is made (formally or informally) by headquarters managers (including accountants) the subsidiary colleagues subordinates the expatriate him/herself

Chapter Seventeen: 17.3 IMPROVING CONDITIONS FOR DEPENDENTS The factors include cross-cultural and language TRAINING opportunities to WORK or study the SIZE of the expatriate community RELATIONS between the local and expatriate communities ECONOMIC DISTANCE between local and expatriate communities perceptions of CULTURAL DISTANCE.

Chapter Seventeen: 17.4 SELECTING FOR SUCCESS The expatriate manager is more likely to succeed when his/her spouse adjusts he/she adjusts there are no significant family-related problems he/she has a good personality and is mature he/she copes with the expatriate responsibilities he/she is technically competent he/she is motivated to work abroad.

Chapter Seventeen: 17.5 CRITERIA FOR SELECTION The company expatriates a manager who can ADAPT his/her skills to the new environment NEGOTIATE effectively SOLVE problems COMMUNICATE effectively TOLERATE uncertainty LEARN from experience INTEGRATE with others be MOTIVATED to work and live in the new culture.