1. Human Resource Management Health and Safety

2. Workers’ Compensation – Benefits Total disability Impairment Survivor benefits Medical expenses Rehabilitation – Costs Premiums are cost-based On-site occupational health centers Focus on causes of injuries Treatments/prescriptions

3. Occupational Safety and Health Act (OSHA) – Three major obligations Provide and safe and healthy work environment Comply with specific occupational safety and health standards Keep records of occupational injuries and illnesses – OSHA Develops standards Grants variances from standards Conducts workplace inspections Issues citations and penalties (up to several million dollars) Health and Safety

4. Specific issues – Workplace violence – Smoking in the workplace – Cumulative trauma disorders (CTDs) – Hearing impairment – Genetic testing – Burnout and EAPs – Wellness programs Health and Safety

5. Human Resource Management International HR

6. Stages of International Involvment Stage 1 Markets are exclusively domestic Stage 2 Markets expanded to foreign countries, but production remains domestic Stage 3 Some operations moved out of home country Stage 4 Firm in a multinational corporation (MNC) where assembly/production is in several countries Stage 5 Transnational corporations where control is diffuse with little allegiance to any one country

7. Locals vs. Expatriates Pluses and minuses of locals Pluses and minuses of expatriates

8. Expatriate Assignments Problems – (In 2006 failures cost $170,000 to $360,000 each - Total of over $4 billion) Career Blockage Culture Shock Lack of Pre-departure Cross-cultural Training Overemphasis on Technical Skills Family Problems

9. Expatriate Assignments Problems – Difficulties upon Return Lack of respect Loss of status Reverse culture shock

10. Levels of Culture Manifest Expressed values Basic assumptions

11. Frameworks Kluckhohn & Strodtbeck- Variation in Values Orientation Bigoness & Blakely’s Dimensions Hofstede’s Dimensions Hall’s Culture Context Trompenaars’ Seven Dimensions

12. Kluckhohn & Strodtbeck Values orientationVariations Relation to natureSubjugationHarmonyMastery Time orientationPastPresentFuture Basic human natureEvilNeutral/MixedGood Activity orientationBeingContaining/Doing controlling Relationships amongIndividualisticGroupHierarchical people Space orientationPrivateMixedPublic

13. Bigoness & Blakely PleasantnessGood CitizenCompetentGood Thinker (Cheerful,loving,(Responsible,(Capable,(Imaginative, helpful) polite, obedient) courageous) intellectual) Australia (n=36)12.710.95.68.3 Brazil (n=30)11.710.1*4.7*6.8* Denmark (n=37)11.911.55.28.6 France (n=32)13.1*11.35.67.8 Great Britain (n=89)12.511.76.27.7 Germany (n=106)13.0*10.85.58.0 Italy (n=31)12.211.75.26.7* Japan (n=20)10.0*9.8*6.27.5 Holland (n=31)12.211.85.47.5 Norway (n=46)11.511.45.28.0 Sweden (n=69)12.812.04.5*8.1 USA (n=42)12.111.56.7*7.7 Overall12.311.35.67.9

14. Hofstede’s Dimensions of Cultural Differences: Individualism versus collectivism Individualism versus collectivism -concern for self vs. others -concern for self vs. others Power distance Power distance -acceptance of unequal power distribution -acceptance of unequal power distribution Uncertainty avoidance Uncertainty avoidance -preference for structure -preference for structure Materialism versus concern for others (Masculinity/Femininity) Materialism versus concern for others (Masculinity/Femininity) -tough vs. tender -tough vs. tender Long-run versus short-run orientation (Bond) Long-run versus short-run orientation (Bond) -future vs. past/present -future vs. past/present

15. Power Distance Low High IC Collective Individual VEN COLPAK TAIPER SIN HOK PHI INDJAP GRE THA NZL CAN NET USA AUL GBR

16. Hofstede Dimension Scores for 10 Countries PDICMFUALT USA40L91H62H46L29L Germany35L67H66H65M31M Japan54M46M95H92H80H France68H71H43M86H30L Netherlands38L80H14L53M44M Hong Kong68H25L57H29L96H Indonesia78H14L46M48L25L West Africa77H20L46M54M16L Russia95H50M40L90H10L China80H20L50M60M118H From Hostede, 1993 Academy of Management Executive

17. Hall’s Culture Context High-context – China, Egypt, France, Italy Low-context – Australia, Canada, England, United States

18. Culturally Based Differences in Management Style: Stereotypes Germany Technically expert, authoritarians France Elitist, authoritarians Japan Formal, consensus seekers China Low-profile, tough negotiators United States Emotional, egalitarians

19. Multicultural Managers and Organizations The Multicultural Manager – Has the skills and attitudes to relate effectively to and motivate people across race, gender, age, social attitudes, and lifestyles. Respects and values the cultural differences. – Has the ability (e.g., is bilingual) to conduct business in a diverse, international environment. – Has a cultural sensitivity in being aware and interested in why people of other culture act as they do. – Is not parochial in assuming that the ways of one’s culture are the only ways things should be done. – Is not ethnocentric in assuming that the superiority of one’s culture over that of another culture.

20. Protocol Do’s and Don’t’s in Several Countries Great Britain DO say please and thank you often. DO arrive promptly. DON’T ask personal questions because the British protect their privacy. DON’T gossip about British royalty France DO shake hands when greeting. Only close friends give light, brushing kisses on cheeks. DO dress more formally than in the United States. Elegant dress is highly valued. DON’T expect to complete any work during the French two hour lunch - DON’T chew gum in a work setting. Italy DO write business correspondence in Italian for priority attention. DO make appointments between 10:00 and 11:00 or after 3:00. DON’T eat too much pasta, as it is not the main course. DON’T handout business cards too freely. Italians use them infrequently.

21. Protocol Do’s and Don’t’s in Several Countries Greece DO distribute business cards freely so people will know how to spell your name. DO be prompt even if your hosts are not. DON’T expect to meet deadlines. A project takes as long as theGreeks think is necessary. DON’T address people by formal or professional titles. The Greeks want more informality. Japan DO present your business cards with both hands and a slight bow as a gesture of respect. DO present gifts, American-made and wrapped. DON’T knock competitors. DON’T present the same gift to everyone, unless all members are the same organizational rank.

22. Improving the Expatriate Assignment Emphasize cultural sensitivity in selection and include spouse in assessment Conduct cross-cultural training with more for longer assignments Position international assignments as career enhancing Use compensation as an incentive