I dont understand these ideas - what do they mean?
Mike the Webmaster | (129.78.224.227) | Friday, 14 September 2001 1:58:28 PM
Hi James,
Here are some ideas from GLOBAL HUMAN RESOURCE MANAGEMENT
An Outline for Class Discussion
Ref: Hill, Charles W.L. Global Business Today. 2nd ed. Boston: Irwin
McGraw-Hill, 2000.
>
>
> Caution:
> The following notes are not meant to replace the text-book. Students
> must read the respective chapter and other supporting literature to gain a
> deeper understanding of the issues mentioned in the outline.
>
>
> Staffing Policy
> * To select individuals with the right skills
> * As a tool for developing and promoting corporate culture (norms &
> value systems)
> * The Ethnocentric Approach (International Strategy)
> * All key management positions filled by parent country nationals
> * Why?
> * Absence of qualified managers overseas
> * Maintain a unified corporate culture
> * An easier way to transfer core competencies to a foreign operation
> * Problems
> * Limits advancement opportunities for host country nationals
> * Cultural myopia leading towards major blunders
> * The Polycentric Approach
> * Host country nationals recruited to manage the subsidiaries, and
> parent country nationals occupy key positions at corporate HQ
> * Problems
> * May create little kingdoms
> * Friction between home and host country managers
> * Resentment amongst host country managers
> * May be suitable for a firm pursuing a multidomestic strategy but not
> for others
> * The Geocentric Approach
> * Best people sought for key jobs
> * Ideal with a global or transnational strategy
> * Problem
> * Most countries have bureaucratic impediments in hiring foreign
> nationals
> * Expensive
> * What is more dominant in staffing policy--geographic scope or
> strategic orientation?
> The Expatriate Problem
> * Expatriate Failure
> * Premature return of an expatriate manager to his or her home country
>
> * Expatriate Failure Rates
> * Average cost per failure to the parent firm--as high as 3 times the
> expat's annual domestic salary and the cost of relocation
> * U.S. multinationals experience an average of >10% expat failure rate
>
> * Reaons for Expat Failure
> * Inability of a spouse to adjust
> * Inability of a manager to adjust
> * Other family problems
> * Expat selection process at many firms is fundamentally flawed
> * Expatriate Selection
> * Domestic performance and overseas performance potential are not the
> same
> * Four dimensions that predict success in foreign posting
> * Self orientation
> * Expats with high self-esteem, self-confidence and mental well-being
> more likely to succeed in foreign postings
> * Others' orientation
> * Relationship development and willingness to communicate
> * Ability to make long lasting friendships
> * Perceptual ability
> * Understand why people of other countries behave the way they do
> * Ability to empathize with them
> * Critical for managing host country nationals
> * Be non-judgmental and non evaluative in interpreting foreign
> behavior and have a flexible management style
> * Cultural Toughness
> * How well an expat adjusts to a particular posting-
> * A function of the country of assignment
> * Standard psychological tests can be used to assess the first 3 of
> these dimensions
> * For the 4th, make a comparison of cultures
> * Employees are selected mostly for their technical skills and not
> their cross-cultural fluency, interpersonal skills, adaptability or
> flexibility
> * Employee's family situation should be a part of the selection
> process & the spouse must be given training
> Training and Management Development
> Selection is followed by training and management development
>
> Most international businesses are more concerned with
> training than management development
> * Training for Expat Managers
> * Only 30% receive training
> * Cultural training for the whole family
> * Language training
> * A willingness to communicate in the host language would help
> * Practical training
> * Day-to-day life in the host country
> * Expat network of friends
> * Repatriation of Expats
> * Re-entry is often poorly planned
> * 60-70% do not know what will be their position upon return
> * 10% leave the firm within one year and 14% in 3 years
> * Management Development (MD) and Strategy
> * MD--to increase the overall productivity and quality of the firm's
> management resources
> * Helps build a unifying corporate culture
> * Initiation rites
> * Transfer employees back and forth between the HQ and subsidiaries
> Performance Appraisal (PA)
> * Problems
> * Unintentional bias of host and home country managers
> * Cultural frame of reference
> * Set of expectations
> * Hard data + soft variables
> * Guidelines for Performance Appraisal
> * An evaluation by an on-site manager is preferable
> * HQ managers involved in PA should have served in the same location
> previously
> Compensation
> * National Differences in Compensation
> * Should nations equalize pay on a global basis, or should it be based
> on prevailing standards in each country?
> * This is a very real problem in geocentric staffing decisions
> * Very important to build a cadre of international managers
> * Expatriate Pay
> * Balance sheet approach
> * Equalizes purchasing power across countries
> * Employees enjoy same living standards
> * Typical expat compensation package is three times that in the home
> country
> * Base Salary
> * Same range as the base salary for a similar position in the home
> country
> * Foreign Service Premium
> * Inducement
> * 10-30% of base salary after-tax
> * Allowances
> * Hardship allowance
> * Housing allowance
> * COLA
> * Education allowance
> * Taxation
> * Benefits
>
Willy Wagtail | (153.107.40.233) | Wednesday, 10 October 2001 6:54:31 PM
I will pay top dollar for hsc papers for 2001... Anyone got the stuff I need?
mike | (24.189.207.220) | Tuesday, 3 December 2002 7:39:02 AM
kooli
mike | (24.189.207.220) | Tuesday, 3 December 2002 7:39:19 AM
kooli
sxfdhg | (153.107.45.43) | Monday, 24 February 2003 12:18:39 PM
szyryuj
joe | (153.107.45.64) | Monday, 24 February 2003 12:23:11 PM
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