1. International Business 9e
By Charles W.L. Hill
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Global Human Resource Management
Chapter 19
Global Human Resource Management
McGraw-Hill/Irwin
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.

3. What Is Human Resource Management?
Human resource management (HRM) - the activities an organization carries out to utilize its human resources effectively
more complex in an international business
These activities include determining human resource strategy, staffing, performance evaluation, management development, compensation, labor relations
expatriate managers
Firms need to ensure there is a fit between their human resources practices and strategy
LO1: Summarize the strategic role of human resource management in the international business.

4. What Is The Strategic Role Of HRM In International Firms?
The Role of Human Resources in Shaping Organizational Architecture
LO1: Summarize the strategic role of human resource management in the international business.

5. What Is A Staffing Policy?
Staffing policy - the selection of employees who have the skills required to perform a particular job
Three main approaches to staffing policy
The ethnocentric approach - fill key management positions with parent-country nationals
The polycentric approach recruit host country nationals to manage subsidiaries in their own country, and parent country nationals for positions at headquarters
The geocentric approach seek the best people, regardless of nationality for key jobs
LO2: Identify the pros and cons of different approaches to staffing policy in the international business.

6. Which Staffing Policy Is Best?
Comparison of Staffing Approaches
LO2: Identify the pros and cons of different approaches to staffing policy in the international business.

7. What Is Expatriate Failure?
Firms using an ethnocentric or geocentric staffing strategy will have expatriate managers
expatriate failure is the premature return of an expatriate manager to the home country
The main reasons for Japanese expatriate failure are
the inability to cope with larger overseas responsibility
difficulties with the new environment
personal or emotional problems
a lack of technical competence
the inability of spouse to adjust
LO3: Explain why managers may fail to thrive in foreign postings.

8. What Is Expatriate Failure?
The main reasons for U.S. expatriate failure are
the inability of an expatriate's spouse to adapt
the manager’s inability to adjust
other family-related reasons
the manager’s personal or emotional maturity
the manager’s inability to cope with larger overseas responsibilities
The reason for European expatriate failure is
the inability of the manager’s spouse to adjust
LO3: Explain why managers may fail to thrive in foreign postings.

9. How Can Firms Reduce Expatriate Failure?
Firms can reduce expatriate failure through improved selection procedures
Four dimensions that predict expatriate success are
Self-orientation - the expatriate's self-esteem, self-confidence, and mental well-being
Others-orientation - the ability to interact effectively with host-country nationals
Perceptual ability - the ability to understand why people of other countries behave the way they do
Cultural toughness – the ability to adjust to the posting
LO3: Explain why managers may fail to thrive in foreign postings.

10. Why Is A Global Mindset Important?
A global mindset may be the fundamental attribute of a global manager
cognitive complexity
cosmopolitan outlook
A global mindset is often acquired early in life from
a family that is bicultural
living in foreign countries
learning foreign languages as a regular part of family life

11. What Is Training And Management Development?
After selecting a manager for a position, training and development programs should be implemented
Training focuses upon preparing the manager for a specific job
Cultural training
Language training
Practical training
Management development is concerned with developing the skills of the manager over time
historically, most firms focus more on training than on management development
LO4: Recognize how management development and training programs can increase the value of human capital in the international business firm.

12. What Happens When Expatriates Return Home?
Training and development should include preparing and developing expatriate managers for reentry into their home country organization
need good programs for
re-integrating expatriates back into work life within their home country organization
utilizing the knowledge they acquired while abroad

13. How Should Expatriates Be Evaluated?
Evaluating expatriates can be especially complex
typically, both host nation managers and home office managers evaluate the performance of expatriate managers
But, both types of managers are subject to unintentional bias
home country managers tend to rely on hard data when evaluating expatriates
host country managers can be biased towards their own frame of reference
LO5: Explain how and why performance appraisal systems might vary across nations.

14. What Are The Key Issues In Compensating Expatriates?
Two key issues on compensation
How to adjust compensation to reflect differences in economic circumstances and compensation practices
there are substantial differences in executive compensation across countries
How to pay expatriate managers
most firms use the balance sheet approach
LO6: Understand how and why compensation systems might vary across nations.

15. What Are The Key Issues In Compensating Expatriates?
A compensation package has five components
Base salary - normally in the same range as the base salary for a similar position in the home country
Foreign service premium - extra pay the expatriate receives for working outside his country of origin
Various allowances - hardship, housing, cost-of-living, education
Tax differentials - may have to pay income tax to both the home country and the host-country governments no reciprocal tax treaty exists
Benefits – many firms provide the same level of medical and pension benefits abroad that employees receive at home
LO6: Understand how and why compensation systems might vary across nations.

16. Why Are International Labor Relations Important?
Organized labor is concerned that
Multinationals can counter union bargaining power by threatening to move production to another country
Multinationals will farm out only low-skilled jobs to foreign plants making it easier to switch production locations
Multinationals will import employment practices and contractual agreements from their home countries and reduce the influence of unions
LO7: Understand how organized labor can influence strategic choices in the international business firm.

17. Why Are International Labor Relations Important?
Organized labor has responded to the increased bargaining power of multinational corporations by
Trying to set-up their own international organizations
Lobbying for national legislation to restrict multinationals
Trying to achieve regulation of multinationals through international organizations such as the United Nations
Many firms are centralizing labor relations to enhance the bargaining power of the multinational vis-à-vis organized labor
LO7: Understand how organized labor can influence strategic choices in the international business firm.