1. Chapter 15 MANAGING HUMAN RESOURCES GLOBALLY
Fundamentals of human resource management 5th edition By R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright
Chapter 15 MANAGING HUMAN RESOURCES GLOBALLY

2. Employees in an International Workforce
Parent-country national – employee who was born and works in the country in which an organization’s headquarters is located.
Host-country national – employee who is a citizen of the country (other than parent country) in which an organization operates a facility.
Third-country national – employee who is a citizen of a country that is neither the parent country nor the host country of the employer.

3. Employers in the Global Marketplace
International organization –sets up one or a few facilities in one or a few foreign countries.
Multinational company –builds facilities in a number of different countries in an effort to minimize production and distribution costs.
Global organization –chooses to locate a facility based on the ability to effectively, efficiently, and flexibly produce a product or service using cultural differences as an advantage.

4. Factors Affecting HRM in International Markets
Global HRM
Culture
Education
Economic Systems
Political-Legal Systems

5. Culture
Culture – a community’s set of shared assumptions about how the world works and what ideals are worth striving for.
greatly affect a country’s laws.
influences what people value, so it affects people’s economic systems and efforts to invest in education.
determines effectiveness HRM practices.

6. Hofstede’s Five Dimensions of Culture
1. Individualism/Collectivism
Describes the strength of the relation between an individual and other individuals in the society.
2. Power Distance
Concerns the way the culture deals with unequal distribution of power and defines the amount of inequality that is normal.
3. Uncertainty Avoidance
Describes how cultures handle the fact that the future is unpredictable.
4. Masculinity/Femininity
The emphasis a culture places on practices or qualities that have traditionally been considered masculine or feminine.
5. Long-term/Short-term Orientation
Suggests whether the focus of cultural values is on the future (long term) or the past and present (short term). :

7. Performance Management Across National Boundaries
When establishing performance management methods in other countries, consider:
Legal requirements
Local business practices
National cultures
Differences may include:
Which behaviors are rated
How and the extent to which performance is measured
Who performs the rating
How feedback is required

8. Compensating an International Workforce
Market pay structures can differ substantially across countries in terms of both pay level and relative worth of jobs.
Dilemma for global companies:
Should pay levels and differences reflect what workers are used to in their own countries?
Should pay levels and differences reflect the earnings of colleagues in the country of the facility, or earnings at the company headquarters?

9. Assessing Candidates for Overseas Assignments
Motivation
Health
Language ability
Family Considerations
Resourcefulness
Adaptability
Career Planning
Financial

10. Managing Expatriates: Preparing Expatriates
Pre-assignment site visit
Job orientation
Country orientation
Culture orientation
Language training
Compensation / benefits / taxes counseling
Housing counseling
Health care / schools / shopping / recreation counseling
Counseling by returning expatriates
Local sponsorship from host country