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

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 IHRM Chapter 12

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 IHRM Chapter 12 3

Returning to topics of strategic HRM in MNEs Figure 12-1 Returning to topics of strategic HRM in MNEs IHRM Chapter 12 4

Transparency International Corruption Perceptions Index 2006 Table 12-1 Transparency International Corruption Perceptions Index 2006 IHRM Chapter 12 5

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 IHRM Chapter 12 6

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? IHRM Chapter 12 7