1. Instructor: Çağrı Topal
BA 4216 Cross-cultural Studies in Organizations International human resource management
Instructor: Çağrı Topal

2. Key terms Home-country nationals/expatriates Host-country nationals
Third-country nationals
Inpatriates

3. Factors to consider Cultural factors Economic and ideological factors
Labour factor costs
Industrial relations factors

4. Staffing philosophies Ethnocentric-reasons
Control
Readily available personnel
Personnel with the company knowledge
Personnel known by the company
Company loyalty
Foreign image
Centralized structure
Low-cost commodity production
Perceived political threat
Lack of knowledge of the host country

5. Staffing philosophies Ethnocentric-problems
Unfamiliarity of expatriates
Lack of adaptability
Problems in intercultural communication
Highly expensive salary packages
Not always the best qualified people
Productivity problems in the early part of the international assignment

6. Staffing philosophies Polycentric-reasons
Smaller firms without resources
Familiarity of host country nationals
Less expensive
Company image

7. Staffing philosophies Polycentric-problems
Coordination problems between the subsidiary and the parent
Loyalty to the host country not to the company
Communication problems
Inability and reluctance to move
Lack of perspective on the corporate culture

8. Staffing philosophies Regiocentric
Global market divided into regions
Selection of staff within regions
Similar products
Regional marketing

9. Staffing philosophies Geocentric
Global bureaucracy
Training and relocation costs
Documentation requirements

10. Selection criteria Technical ability Managerial skills acquisition
Cross-cultural sensitivity
Adaptability and flexibility
Diplomatic skills
Foreign language aptitude
Positive attitude
Emotional stability and maturity
Adaptability of family

11. Selection of female employees
Clients refusal
Conservative image
Glass-ceiling
Assumption of prejudice

12. Cross-cultural training
Ethnocentric: headquarters-based
Polycentric/regiocentric: subsidiary-based
Geocentric: headquarters/subsidiary-based
Environmental briefings
Cultural orientation
Cultural assimilators
Language training
Sensitivity training
Field experience

13. Performance appraisal-1
Purpose
Compensation and promotion
Development and improvement
Policy
Ethnocentric: headquarters criteria
Polycentric/regiocentric: sensitive to local
Geocentric: supposedly universal
Biases: host vs. home

14. Performance appraisal-2
Assignment’s difficulty level
On-site manager’s vs. home-site manager’s evaluation
Use of a former expatriate that worked in the same overseas location
Cultural modification of the criteria
Qualitative vs. quantitative criteria

15. International compensation
Same salary plus varying allowances
Localized compensation surveys
Long-term incentive programs