Professional Documents
Culture Documents
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Staffing policy Management training and development Performance appraisal Compensation policy
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Strategic role: HRM policies should be congruent with the firms strategy and its formal and informal structure and controls Task complicated by profound differences between countries in labor markets, culture, legal and economic systems
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Staffing policy
Staffing policy
Selecting individuals with requisite skills to do a particular job Tool for developing and promoting corporate culture Ethnocentric (International Strategy) Polycentric (Multidomestic Strategy) Geocentric (Global and Transnational Strategy)
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Ethnocentric policy
Key management positions filled by parent-country nationals Best suited to international businesses Advantages:
Overcomes lack of qualified managers in host nation Unified culture Helps transfer core competencies Produces resentment in host country Can lead to cultural myopia
Disadvantages:
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Polycentric policy
Host-country nationals manage subsidiaries Parent company nationals hold key headquarter positions Best suited to multi-domestic businesses Advantages:
Alleviates cultural myopia. Inexpensive to implement Helps transfer core competencies Limits opportunity to gain experience of host-country nationals outside their own country. Can create gap between home-and host-country operations
Disadvantages:
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Geocentric policy
Seek best people, regardless of nationality Best suited to Global and trans-national businesses Advantages:
Enables the firm to make best use of its human resources Equips executives to work in a number of cultures Helps build strong unifying culture and informal management network National immigration policies may limit implementation Expensive to implement due to training and relocation Compensation structure can be a problem.
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Disadvantages:
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Expatriate: citizens of one country working in another Expatriate failure: premature return of the expatriate manager to his/her home country
Cost
of failure is high: estimate = 3X the expatriates annual salary plus the cost of relocation (impacted by currency exchange rates and assignment location)
Inpatriates: expatriates who are citizens of a foreign country working in the home country of their multinational employer
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US multinationals Inability of spouse to adjust Managers inability to adjust Other family problems Managers personal or emotional immaturity Inability to cope with larger overseas responsibilities European multinationals Inability of spouse to adjust
Japanese Firms Inability to cope with larger overseas responsibilities Difficulties with the new environment Personal or emotional problems Lack of technical competence Inability of spouse to adjust.
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Expatriate selection
Reduce expatriate failure rates by improving selection procedures An executives domestic performance does not (necessarily) equate his/her overseas performance potential Employees need to be selected not solely on technical expertise but also on cross-cultural fluency
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Self-Orientation
Possessing high self-esteem, self-confidence and mental well-being Ability to develop relationships with host-country nationals Willingness to communicate The ability to understand why people of other countries behave the way they do Being nonjudgmental and being flexible in management style Relationship between country of assignment and the expatriates adjustment to it
Others-Orientation
Perceptual Ability
Cultural Toughness
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Cultural training : Seeks to foster an appreciation of the host-countrys culture Language training : Can improve expatriates effectiveness, aids in relating more easily to foreign culture and fosters a better firm image Practical training: Ease into day-to-day life of the host country
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Performance appraisal
Problems:
Unintentional bias Host-nation biased by cultural frame of reference Home-country biased by distance and lack of experience working abroad
Expatriate managers believe that headquarters unfairly evaluates and under appreciates them In a survey of personnel managers in U.S. multinationals, 56% stated foreign assignment either detrimental or immaterial to ones career.
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More weight should be given to onsite managers evaluation as they are able to recognize the soft variables Expatriate who worked in same location should assist home-office manager with evaluation If foreign on-site managers prepare an evaluation, homeoffice manager should be consulted before completion of formal the terminal evaluation
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Compensation
Two issues:
Pay executives in different countries according to the standards in each country? or Equalize pay on a global basis? Method of payment
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Compensation issues
Type of Company Ethnocentric (International Strategy) Polycentric (Multidomestic Strategy) Geocentric/Transnational Payment How much home-country expatriates should be paid. Pay can and should be country-specific. May have to pay its international cadre of managers the same.
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Expatriate pay
Typically use balance sheet approach Equalizes purchasing power to maintain same standard of living across countries Provides financial incentives to offset qualitative differences between assignment locations.
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Base Salary
Same range as a similar position in the home country Extra pay for work outside country of origin Hardship, housing, cost-of-living and education allowances Firm pays expatriates income tax in the host country Level of medical and pension benefits identical overseas
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