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Dessler ch 17-managing global human resources

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PowerPoint Presentation by Charlie PowerPoint Presentation by Charlie Cook Cook The University of West Alabama The University of West Alabama 1 Human Human Resource Resource Management Management ELEVENTH EDITION ELEVENTH EDITION G A R Y D E S S L E G A R Y D E S S L E R R © 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved. All rights reserved. Managing Global Human Resources Managing Global Human Resources Chapter Chapter 17 17 Part 5 | Employee Part 5 | Employee Relations Relations
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Page 1: Dessler ch 17-managing global human resources

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

1

Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.

Managing Global Human ResourcesManaging Global Human Resources

Chapter Chapter 1717

Part 5 | Employee RelationsPart 5 | Employee Relations

Page 2: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–2

After studying this chapter, you should be able to:After studying this chapter, you should be able to:

1.1. List the HR challenges of international business.List the HR challenges of international business.

2.2. Illustrate how intercountry differences affect HRM.Illustrate how intercountry differences affect HRM.

3.3. Discuss the global differences and similarities in HR Discuss the global differences and similarities in HR practices.practices.

4.4. Explain five ways to improve international assignments Explain five ways to improve international assignments through selection.through selection.

5.5. Discuss how to train and maintain international Discuss how to train and maintain international employees.employees.

Page 3: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–3

HR and the Internationalization of BusinessHR and the Internationalization of Business

• The Global ChallengesThe Global Challenges

Coordinating market, product, and production plans Coordinating market, product, and production plans on a worldwide basis.on a worldwide basis.

Creating organization structures capable of Creating organization structures capable of balancing centralized home-office control with balancing centralized home-office control with adequate local autonomy.adequate local autonomy.

Extending HR policies and systems to service Extending HR policies and systems to service staffing needs abroad.staffing needs abroad.

Page 4: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–4

Intercountry Differences Affecting HRMIntercountry Differences Affecting HRM

International Human Resource

Management

CulturalFactors

Legal and Industrial Relations Factors

EconomicSystems

Page 5: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–5

Global Differences and SimilaritiesGlobal Differences and Similaritiesin HR Practicesin HR Practices

International Human Resource

Management

Training and Development

Practices

Use of Pay Incentives

Purpose of Performance

Appraisal

Personnel Selection Procedure

Page 6: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–6

How to Implement a Global HR SystemHow to Implement a Global HR System

• Best practices for making a global HR system Best practices for making a global HR system more acceptable to local managers:more acceptable to local managers:

1.1. Remembering that global systems are more Remembering that global systems are more accepted in truly global organizations.accepted in truly global organizations.

2.2. Investigating pressures to differentiate and Investigating pressures to differentiate and determine their legitimacy.determine their legitimacy.

3.3. Working within the context of a strong corporate Working within the context of a strong corporate culture is best.culture is best.

Page 7: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–7

A Global HR System (cont’d)A Global HR System (cont’d)

• Best practices for developing a more effective Best practices for developing a more effective global HR system:global HR system: Form global HR networks that make local HR Form global HR networks that make local HR

managers a part of global teams.managers a part of global teams.

Remember that it’s more important to standardize Remember that it’s more important to standardize ends and competencies than specific methods.ends and competencies than specific methods.

• Best practices for implementing the global HR Best practices for implementing the global HR system:system: Remember, “You can’t communicate enough.”Remember, “You can’t communicate enough.”

Dedicate adequate resources for the global HR Dedicate adequate resources for the global HR effort.effort.

Page 8: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–8

Staffing the Global Organization (cont’d)Staffing the Global Organization (cont’d)

Ethnocentric

Polycentric

Geocentric

International Staffing Policy

Top Management Values

Page 9: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–9

Staffing the Global Organization (cont’d)Staffing the Global Organization (cont’d)

Inability of Spouse to Adjust

Inability to Cope with Overseas

Responsibilities

Lack of Cultural Skills

Why Expatriate Assignments

Fail

Personality

Personal Intentions

Family Pressures

Page 10: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–10

Staffing the Global Organization (cont’d)Staffing the Global Organization (cont’d)

Realistic Previews

Careful Screening

Cultural and Language Training

Improved Benefits Packages

Improved OrientationHelping Expatriate

Assignments Succeed

Page 11: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–11

Selecting Expatriate ManagersSelecting Expatriate Managers

• Adaptability ScreeningAdaptability Screening Assessing the assignee’s (and spouse’s) probable Assessing the assignee’s (and spouse’s) probable

success in handling the foreign transfer.success in handling the foreign transfer. Overseas Assignment InventoryOverseas Assignment Inventory

A test that identifies the characteristics and attitudes A test that identifies the characteristics and attitudes international assignment candidates should have.international assignment candidates should have.

• Realistic Previews Realistic Previews The problems to expect in the new job, as well as the The problems to expect in the new job, as well as the

cultural benefits, problems, and idiosyncrasies of the cultural benefits, problems, and idiosyncrasies of the country.country.

Page 12: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–12

Compensating ExpatriatesCompensating Expatriates

• The “Balance Sheet Approach”The “Balance Sheet Approach”

Home-country groups of expenses—income taxes, Home-country groups of expenses—income taxes, housing, goods and services, and discretionary housing, goods and services, and discretionary expenses—are the focus of attention.expenses—are the focus of attention.

The employer estimates what each of these four The employer estimates what each of these four expenses is in the expatriate’s home country, and expenses is in the expatriate’s home country, and what each will be in the host country.what each will be in the host country.

The employer then pays any differences such as The employer then pays any differences such as additional income taxes or housing expenses.additional income taxes or housing expenses.

Page 13: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–13

International Labor RelationsInternational Labor Relations

Industry-Wide Centralization

Content and Scope of

Bargaining

Employer Organization

Multiple Union Recognition

Characteristics of European Labor

Relations

Page 14: Dessler ch 17-managing global human resources

© 2008 Prentice Hall, Inc. All rights reserved. 17–14

K E Y T E R M SK E Y T E R M S

codeterminationcodetermination

expatriates (expats)expatriates (expats)

home-country nationalshome-country nationals

third-country nationalsthird-country nationals

offshoringoffshoring

ethnocentricethnocentric

polycentricpolycentric

geocentricgeocentric

adaptability screeningadaptability screening

foreign service premiumsforeign service premiums

hardship allowanceshardship allowances

mobility premiumsmobility premiums


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