International HR Management Presentation

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International Human
Resource Management

2012. Angers

Your lecturer:
Megyeri, Eszter

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About myself:

Eszter Megyeri

HUN – CAN – NL – USA – HU

BSc Marketing & Management, Logistics & Distribution

MSc Management & Consulting, Intercultural Communication

10 years of work experience in Supply Chain Management

5 years of teaching experience in Hungary, France,

PhD : Fairness in B2B Business

Teaching, Learning, Consulting

megyerie@yahoo.com

www.eco.u-szeged.hu/karunkrol/vilaggazdasagtani/eszter-megyeri

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Content

1.

Globalization

2.

Armstrong Phasing, Tayeb HR and competitiveness, Harvard Map,

3.

Differences of HRM-IHRM

4.

Culture: Perlmutter‟s EPG Model,

5.

Strategy: Bartlett Ghoshal Model for Strategic Choices

6.

Structure: Types at different stages of internationalization

7.

Staffing internationally

8.

International Assignments

9.

Recruiting and selecting staff for IA

10.

Compensation

11.

Performance Management

12.

Carrier management

13.

Training and Development

14.

Complexities, challenges, future in IHRM

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Objectives for our sessions

1.

Expand your factual knowledge

2.

Structure information, complex problems

3.

Participate, discuss, practice

4.

Learn to manage and work in teams

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Literature

1.

Peter J. Dowling – Marion Festing – Allen D. Engle, Sr
International Human Resource Management. 5

th

Ed., Thomson

South-Western, 2009.

2.

Dennis R. Briscoe – Randall S. Schuler – Lis Claus International
Human Resource Management. Policies and practices for
multinational enterprises. 3

rd

Ed. Routledge, 2009

3.

McFarin/Sweeney: International Management Strategic
Opportunities and Cultural Challenges

4.

Anne-Wil K HarzingJ - Joris Van Ruysseveldt:
International Human Resource Management; 2004

5.

Paula Caligiuri - Ibraiz Tarique - Rick Jacobs (2009)

Selection for international assignments. Human Resource
Management Review, Vol. 19, pp. 251–262.

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Schedule

February 28th

3:30 p.m.-6:30 p.m.

Salle XXX (3h)

February 29th

10:00 a.m. - 12:30 p.m Salle XXX (2.5h)

February 29th

2:00 p.m.-4:00 p.m

Salle XXX (2h)

March 1st

10:00 a.m. - 12:30p.m Salle XXX (2.5h)

March 1st

2:00 p.m.-4:00 p.m

Salle XXX (2h)

March 2nd

8:00 a.m.-10:00 a.m. Salle XXX (2h)

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What is expected from you from
Tuesday to Friday ?

Work with and in your team

Examine the case study and apply learning during
the exercises on the case

Email me team work ppt or doc for each exercises
before the deadline

megyerie@yahoo.com

Present Exercise1 and one other assigned Exercise
out of 2-5

Make a Case report in doc summarizing all findings
except if you are selected to present Exercise 6

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Teams / Team Members

Team members

Team

1

PLUCINSKI

Wojciech BENING

Rieke

CARO

Inès

CRETON

Jessica

2

RATAJCZAK

Lukasz

VAGAPOVA

Liana

CASSIN

Agnès DESLANDES

Morgane

3

RATAJCZYK

Dawid

VOYTOVSKAYA Viktoria CAUDRELIER Renaud EL ACHKAR

Bouchra

4

KISZENIA

Anna

LI

Qian

EL FAKHRY

Taline

GRONDIN

Diana

5

SZCZECHOWIAK

Dagna

SULKOVSKAYA Natalia

FORGEAU

Tristan GUERENDEL

Julie

6

HARRAR

Khouloud HELLEUX

Delphine LECOURT

Fiona

MAHZOUNZADEH Andréa

TRILLOT Audrey

7

MATHOUX

Sophie

OUDIN

Lucie

PARIZOT

Elise

SIX

Matthieu

8

KUMKOWSKA

Natalia

FUZESY

Frigyes

AMEGEE

Mirielle CERDA GUZMAN Gabriela VAUVY

Camille

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Grading (7% PPT/DOC + 10% when presenting)

Teambuilding+Prework (5%)

ALL

Exercise 1. Collect and organize facts

ALL

Exercise 2. Determine Perlmutter's EPG,
Bartlett& Ghoshal Strategic options

(1-2)

Exercise 3. Article review. Deliver key messages. (3-4)

Exercise 4. Determining the core issues of the case

study. Level of complexity, priority, time span.(5-6)

Exercise 5. Mapping potential solution, options. (7-8)

Exercise 6. Recommendations

(ALL)*

* Best TWO: Recommendations will present and do not have to write the Paper.

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Grading - Timing

Teambuilding+Prework

Feb28PM

Exercise 1. Collect and organize facts

Feb28PM

Exercise 2. Determine Perlmutter's EPG,
Bartlett& Ghoshal Strategic options

Feb29AM

Exercise 3. Article review. Deliver key messages. PM

Exercise 4. Determining the core issues of the case

study. Complexity, priority, time span. Mar1AM

Exercise 5. Mapping potential solution, options. PM

Exercise 6. Recommendations

Mar2AM*

Deadline: for all ppt/doc submission:

WED-THR :AM before 10.00 except March 2

nd

when 8.00

WED-THR : PM before 14.00

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Before we start …

Comments ?

Questions?

Coordination/Share

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International Environment

Perlmutter‟s Model

Bartlett&Ghoshal Strategic Options

February 28

th

PM

Team building, Prework, Exercise 1.

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Source:

Astronomy Picture of the Day

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Growth of world income and of imports

World Economy Situation and Prospects 2010

www.un.org

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Growth of GDP and of imports/exports

World Economy Situation and Prospects 2010

www.un.org

Transitioning & Developing Economies

East Asian Developing Economies

Developed Economies

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Key Indicators

(www.imf.org)

http://www.imf.org/external/pubs/ft/weo/2011/update/02/pdf/0611.pdf

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Key Indicators

(www.imf.org)

http://www.imf.org/external/pubs/ft/weo/2011/update/02/pdf/0611.pdf

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Key Indicators

(

www.imf.org

2010)

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Session 1.

Overview of Global Trends and Challanges

Objectives and goals of internationalizations ?

Why to talk about

International Management

International Human Resource management?

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Challenges in International Business

Internationally acting nations, supranations or other
regional cooperation

Increasing roles of international Global
organizations

Internationally acting companies

Globalization-localization

Objective: growth & prosperity …survival

But …

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Challenges in International Business

Objective: growth & prosperity …survival

But

fiscal mismanagement

political uncertainty

corruptions

disputes over trade

new competition

increasing pressure on social responsibility of firms

threat from any time, anywhere

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Challenges in International Business

Role of Technological

Sophistication –pros and cons

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Challenges in International Business

Role of Technological

Sophistication –pros and cons

Communication

Information transparency

Infrastructure needs/Affordable access

... but do not eliminate business problems

… can accelerate how quickly crises hit

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Challenges in International Business

International Workforce Challenges

Offshoring (activities)

Labor saving

Effective process

Call Centers

Outsourcing (functions)

IT Development, R&D function

Work force mobility and work mobility intensified

Job loss impacts – example ..

Role of Reasearch & Development

Question of Competitiveness

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Challenges in International Business

International Workforce Challenges

Workforce Quality

Education

Training

Language

Computer literacy

Motivation

Quality and Quantity of Work, Work ethic ( a nap)

Workforce Diversity

Hispanic population in the US , population, language, business

International HR – key role

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Team building

Exercise

In class exercise

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TEAMS / TEAM MEMBERS

Team members

Team

1

PLUCINSKI

Wojciech BENING

Rieke

CARO

Inès

CRETON

Jessica

2

RATAJCZAK

Lukasz

VAGAPOVA

Liana

CASSIN

Agnès DESLANDES

Morgane

3

RATAJCZYK

Dawid

VOYTOVSKAYA Viktoria CAUDRELIER Renaud EL ACHKAR

Bouchra

4

KISZENIA

Anna

LI

Qian

EL FAKHRY

Taline

GRONDIN

Diana

5

SZCZECHOWIAK

Dagna

SULKOVSKAYA Natalia

FORGEAU

Tristan GUERENDEL

Julie

6

HARRAR

Khouloud HELLEUX

Delphine LECOURT

Fiona

MAHZOUNZADEH Andréa

TRILLOT Audrey

7

MATHOUX

Sophie

OUDIN

Lucie

PARIZOT

Elise

SIX

Matthieu

8

KUMKOWSKA

Natalia

FUZESY

Frigyes

AMEGEE

Mirielle CERDA GUZMAN Gabriela VAUVY

Camille

Find your team! Sit together!
Introduce yourself!
Create a team name & team slogan!
Summarize on a sheet !

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Exercise 1.

How many of you read the case study ?

Lots of data, facts,

Individual views

What is/are the problems ? What are the solutions?

Collect the fact … but how?

Exercise : determine points of views (aspects)
which you can use to summarize the case study data

EXAMPLE: ORGANIZATION STRUCTURE

5 min: record on your sheet

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Exercise 1.

Points of views (aspects) per team

1

2

3

4

5

6

7

8

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Key Players of International
Business

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Key players : large size organizations

International Corporations

Multinational enterprises – multinationals, multis

Large, well developed companies operating in a
variety of overseas locations

50 of the 100 largest corporations are multis

1000 largest multinationals – 80% of global industrial
production

But….

Small can act Big as well

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Challenges in International Business

International Corporations

But….

Small can act Big as well

In European Economic Area + Switzerland : 16
million enterprises

Guess : what % of that is Large enterprise ?

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Challenges in International Business

Corporations vs SMEs

16 million enterprises
Guess : what % of that is Large enterprise ? 1%

2/3 of the jobs are with SMEs

Asia-Pacific SMEs: 90% of enterprises, 32-48% of
employment and 60-80% of GDP

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SMEs challenges of Internationalization

Shortage of working capital to finance exports.

Identifying foreign business opportunities.

Limited information to locate/analyze markets.

Inability to contact potential overseas customers.

Obtaining reliable foreign representation.

Lack of managerial time to deal with internationalization.

Inadequate quantity of and/or untrained personnel for
internationalization.

Difficulty in managing competitor‟s prices.

Lack of home government assistance/incentives.

Excessive transportation/insurance costs.

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Learning in Small organizations

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International Assignees and local nationals

Until quite recently: 3 types of international
employees:

PCNs

HCNs

TCNs

PCNs -> expatriates or IAs -> repatriates

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Purpose of Assignments

Demand – driven

for subsidiary startups, to roll out new products, for
technology transfer, to solve problems, to perform
functional tasks

Learning – driven

Transfer of knowledge, socialization of locals into the
corporate culture and values

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Key players

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History of HR Management

M. Armstrong – 6 Development Phases

1.

Welfare Phase

till end of WW.I.

social support, meals, health care on as needed base, no functional separation

2.

Personnel Administration

btw WW.I. & WW.II.

functional separation, traditional admin func., hiring, labor contract, salary payment, basic training,

layoff

3.

Personnel Management – developing phase

1950s

Specialized services such as recruitment, selection, complex salary management, specialized training,

consulting, communication role with unions

4.

Personnel Management – mature phase

1960-70s

Organization development role, leadership development, human resource planning, performance

management, practical applications of motivation theories

5.

Personnel Management – entrepreneurial phase

1980s

Human Resource Management Concept, Development of company culture, loyal workforce

6.

Personnel management – post-entrepreneurial phase

1990s

Supporting change management on HR areas, managing culture change, long term, strategic focus

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The competitive advantage of nations: the role of
HRM -

Monir Tayeb

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The Harvard Map of HRM

Managing Human Assets by Michael Beer, Richard E. Walton, Bert A. Spector,1984

Employees as resources, but fundamentally different from other resources

Human resource policies to be influenced by two significant considerations:

Stakeholder interests, shareholders, management employees, unions, community,
and government. Human resource policies should be influenced by ALL
stakeholders.

Situational factors within or outside business environment :laws, social values,
labor market conditions, work-force characteristics, business strategies, management
philosophy. These factors may constrain the formation of HRM policies but (to
varying degrees) they may also be influenced by human resource policies.

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The Harvard Map of HRM

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The Harvard Map of HR

The Harvard Map or model clearly outlines four HR policy areas:

Human Resource Flows - recruitment, selection, placement, promotion,
appraisal and assessment, termination

Reward Systems - pay systems, motivation

Employee Influence - delegated levels of authority, responsibility, power

Work Systems - design of work and alignment of people

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An organization‟s HRM activities include:

Staffing (recruitment, selection, placement)

Performance management

Training and development

Compensation (remuneration) and benefits

Human resource planning

Industrial relations

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Expand HR in the international
context:

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What are the differences between
domestic and international HR ?

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Moving toward international HRM:
Recognize, that ….. (Laurent)

one‟s own HRM reflects home culture assumptions & values.

one‟s own peculiar ways are neither universally better nor
worse than others - just different and likely to exhibit
strengths and weaknesses, particularly abroad.

organization‟s foreign subsidiaries may prefer other ways to
manage people – ways that are neither intrinsically better nor
worse, but possibly more effective locally.

Headquarters willingness to acknowledge cultural differences
and steps to make them discussable and therefore usable.

Build shared genuine belief that cross-cultural learning will
result in more creative and effective ways of managing people.

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Strategic HRM:

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Exercise 1. – organize the data in ppt

Points of views (aspects) per team

1

2

3

4

5

6

7

8

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Model Reviews

CULTURE: Howard Perlmutter‟s EPG Model

Ethnocentric

Polycentric

Geocentric

STRATEGY: Bartlett, C. A., & Ghoshal

International strategy

Multidomestic strategy

Global strategy

Transnational strategy

STRUCTURE

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Howard Perlmutter‟s EPG Model

Perlmutter's, H. 1969: The Tortuous Evolution of the Multinational Corporation

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Perlmutter's EPG Model

Ethnocentrism

Greek "ethnos", meaning “nation” or “people,” and English word

center or centrism

tunnel vision: particular ethnic group‟s system of beliefs and values

is morally superior to all others

natural tendency for people to act ethnocentrically

determining the managerial process at home and overseas

constant advice, and counsel from the headquarters to the

subsidiary

centralized approach

training originates at the headquarters, later local adaption

Benefits ?

Costs ?

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Perlmutter's EPG Model

Ethnocentrism

Greek "ethnos", meaning “nation” or “people,” and English word

center or centrism

tunnel vision: particular ethnic group‟s system of beliefs and

values is morally superior to all others

natural tendency for people to act ethnocentrically

determining the managerial process at home and overseas

constant advice, and counsel from the headquarters to the

subsidiary

centralized approach

training originates at the headquarters, later local adaption

Benefits ? ..simple, greater communication and control

Costs ? ..inefficient planning, fewer innovation, difficult to

develop local talent, lack of flexibility and responsiveness

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Perlmutter's EPG Model

Polycentrism

identifies attitudes or orientations toward

internationalization

host country orientation

different management strategies and planning procedures

with regard to international operations

local preferences and techniques to deal with the local

market conditions

Issues with of coordination and control

Local nationals occupy key positions

Benefits ?

Costs ?

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Perlmutter's EPG Model

Polycentrism

identifies attitudes or orientations toward internationalization

host country orientation

different management strategies and planning procedures with regard to

international operations

local preferences and techniques to deal with the local market conditions

Issues with of coordination and control

Local nationals occupy key positions

Benefits ?

Intensity on local market, more efficient sales operation locally, initiative

for local product innovations, good local management- moral impact

Costs ?

Waste- duplications, localization of universal product, inefficient use of

home country experience. Could be a disabler of global growth due to

excessive local traditions

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Perlmutter's EPG Model

Geocentrism

focuses on a more world-orientated approach

No bias to either home or host country preferences

Hiring of the person best suited to foster the companies goals and solve problems

world wide

maxing the increase of revenue supply

foster new skills and,

knowledge and transfer of advanced technology

product differentiation, diversifying functions

collaborative network between headquarters and subsidiaries

Benefits ?

Integrated global outlook

World-wide utilization of resources, best resources

Improved local country management

Greater commitment to global objectives …higher profit potential

Costs ?

High communication and travel costs, education cost

Time consuming decision making process

Can have bureaucracy in international headquarters, too wide distribution of power

Personnel problems , international executive reentry

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Strategy Options for MNEs as
Interorganizational Networks

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Strategy Options for MNEs as
Interorganizational Networks

Bartlett, C. A., & Ghoshal, S. 1989:

Managing across bor-ders: The transnational
solution. Boston: Harvard Business School Press.

Role of networks

Role of products

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Strategy Options for MNEs as
Interorganizational Networks

Bartlett, C. A., & Ghoshal, S. 1989:
Managing across borders: The transnational solution. Boston: Harvard Business School Press.

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INTERNATIONALl STRATEGY

-local needs are important
-operate on integrated basis
-transfer of knowledge &

technology cross nation

-Structure: Coordinated Federation

-Examples: pharmaceutical

industries, telecommunication,

Assembling operation, Harley, Brazil

,

Strategy options of MNEs

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MULTIDOMESTIC STRATEGY

-respond quickly & effectively to

local needs & regulations

-drastically different customer needs

from country to country

-little or no pressure for centralization
-high degree of independence
-goals are developed and implemented on unit level
-Structure: Decentralized hub

-Examples: banking, beverage industry, food, laundry detergents, Mars ,
Walmart 10 foot role, Cora, Carrefour, Starbucks,

Strategy options of MNEs

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GLOBAL STRATEGY

-No or little country specific needs
-Standardized products/services
-Headquarter have key integrating

& controlling role

-Central control over operations worldwide
-Structure: Centralized hub

-Examples:

Boeing

- Design center in Moscow
- Parts supply from China, Mexico
- Assembly in the USA

Strategy options of MNEs

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TRANSNATIONAL STRATEGY
-gives managers responsibility and decision making freedom in specific geographical
area
-have the goal of responding to local needs
-still adapting to local products
-best of both worlds
-seek for economies of scale and location advantages
-Structure: Integrated Network
LogiTech : SValley, Switzerl, Taiwan

Strategy options of MNEs

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Organization Structure

Organizational structures change due to:

Strain imposed by growth and geographical spread.

The need for improved coordination and control across
business units.

The constraints imposed by host-government regulations
on ownership and equity.

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Stages of Internationalization

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Export

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Sales subsidiary

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International Division

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Global Product Division

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Global Area Division

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Issues related to structure

driven by strategy and culture

The extent to which key decisions are to be made at
the parent-country headquarters or at the subsidiary
units (centralization versus decentralization).

The type or form of control exerted by the parent
over the subsidiary unit.

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Role of MNEs‟ culture

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Exercise 2. TYPWARE (Feb 29

th

AM)

How would you describe Typware based on
Perlmutter's EPG model?

What internationalization strategy does Typware
follow now? What is their potential for the future ?

Team 1 and 2 will presents

All teams need to submit their work

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Exercise 3. ARTICLE (Feb 29

th

PM)

Review distributed article about: Selection for
international assignments

Summarize key messages

Team 3 and 4 will presents

All teams need to submit their work

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Workforce Planning

& Staffing Internationally

International Assignments

February 29

th

AM

Team 1 and 2 present: Exercise 2.

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Global Talent Management

..among the reasons to globalize..

Staffing, acquisition and retention of global talent

Challenges

Effective policies and practices

Quality of a firm: ability to learn and perform

Work force planning and staffing

Relocation of employees

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Work force planning and staffing

Estimate employment needs

Develop plans

Work force – labor force

Size of potential labor force

Today‟s global economy → different
languages, cultures, laws

Succesful organizations of the future

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Data availability

Challenge for IHR: lack of data (emerging and less
developed economies)

Necessary data

Prepared by government or international agencies
(ILO, OECD)

Emerging markets: inadequate, inaccurate, politically
motivated data

Data from independent sources

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Shortage and Surplus

Developed economies: aging population → labor
shortage

Emerging economies: large young labor forces →
lack the skill required by MNEs

Foothold in a developing country: company needs
to research labor costs, cultural diffenrences,
benefit, legal background, role of government

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Labor Mobility

Emigration and immigration

Voluntary or forced

Legal or illegal

Planned or unplanned

Formal or informal

-> option for MNEs to developing their global work

forces

-> Treaties to facilitate movement of workers

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Brain draining and Job exporting

Educated and skilled citizens leave for jobs with
better pay in developed countries

Alternative: job exporting from developed
economies to developing countries

Task of IHR managers

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Staffing of MNEs

Staffing at local level

Management of the mobile work force

Staffing options:

Ethnocentric

Polycentric

Geocentric

Regiocentric

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Terms

83

Expatriate roles:

agent of direct control
agent of socialization
language node
network builder
boundary spanner

Approaches to staffing:

inpatriates

expatriates

flexpatriates

Assignments:

short-term
extended
traditional
commuter
rotational
contractual
virtual

ethnocentric
polycentric
geocentric
regiocentric

ROI approach

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Determinants of Staffing Choices

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Reasons for International Assignments

Filling a position

Management development/Carrier management

Organization development

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Types of IAs:

Short term

up to 3months

Extended

up to 1year

Long term

1 to 5 years

Some non-standard assignments:

Commuter: go home every one to two weeks

Rotational: commute for set period followed by

break in home country

Contractual: specific skills employees hired for 6 to 12

months on specific projects

Virtual: employee manages international responsibilities

from home country base

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Long versus Short-term Assignments

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Role of Expatriate

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ROI indicators for calculating

international assignments

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4-steps to calculate expatriate ROI

1.

Identify financial and non-financial costs and
benefits.

2.

Link the costs and benefits to the purpose of the
long-term assignment.

3.

Identify the appropriate antecedents from a
system‟s perspective.

4.

Conduct the calculation at an appropriate time
within the context of the assignment‟s purpose

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Exercise 2. TYPWARE

How would you describe Typware based on
Perlmutter's EPG model?

What internationalization strategy does Typware
follow now? What is their potential for the future ?

Team 1 and 2 will presents

All teams need to submit their work

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Recruiting & selecting for IA

February 29

th

AM

Team 1 and 2 present: Exercise 2.

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Global manager ?

There is a universal approach to management.

People can acquire multicultural adaptability and
behaviors.

There are common characteristics shared by
successful international managers.

There are no impediments to mobility

.

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Expatriate Profile

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IA: factors influencing performance

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Developing a pool of candidates

Firms can develop more lead time to manage the IA
selection process

Identifying candidates for open position

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Transfer archetypes

Low

Al

leg

iance
to the

local
fi

rm

Free agents(41%)
Adaptation strategy:
marginalization
(deculturation)

Characteristics:
-flexibility
-adventousness

Heart at home(12%)
Separation

Characteristics:
-commitment to the
company
Perseverance

High

Going native (15%)
Assimilation

Characteristics:
-extroversion
-cultural empathy

Dual citizens (32%)
Integration
(multiculturalism)

Characteristics:
-open-mindedness
-orientation to action

Low

High

Allegiance to the parent firm

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Selection

Critically important

Specific tasks and national culture

Factors of succesful selection

Viewpoint of person:

Increased pay

Career opprtunities

Company side:

Problem of selection

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Selection Methods

Interviews

Formal assesment

Committee decision

Career planning

Self-selection

Internal job posting and individual bid

Recommendations

Assessment Centers

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Challenges in Successful Staffing

1.

Partners

2.

Language

3.

Families

4.

Women expatriates

5.

Lifestyle

6.

Localization

7.

Career development

8.

Costs of IAs

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Exercise 3. TYPWARE

Review distributed article about: Selection for
international assignments

Summarize key messages

Team 3 and 4 will presents

All teams need to submit their work

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Key Success Factors for Expatriates

Self-oriented: Expresses adaptive concern for self-
preservation, self-enjoyment, mental hygiene.

Perceptual: Accurately understands why host
nationals behave the way they do.

Others-oriented: Cares about host national co-
workers and affiliates with them.

Cultural-toughness: Able to handle the degree to
which the culture of the host country is incongruent
with that of the home country.

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Repatriation

At the end of the assignment

returning home,

redeployed to another country or

becomes localized in the host country

Back-home mentor or sponsor

Challenge for the IA and family members

Managing change

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Mistakes and Failures

Succes or failure

Dropout, brownout, turnover upon repatriation

Definition of expatriate failure

Reason for early return

Mistakes in selecting IAs

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Reasons for Early return

Family concerns

Accepted new position in the company

Completed assignment early

Cultural adjustment challenges

Security concerns

Career concerns

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Lifecycle of an IA

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International Compensation

Performance Management

Carrier Management

February 29

th

PM

Team 3 and 4 present: Exercise 3.

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Compensation

More than just level of pay

Health care

Pension plans

Vacation

Personal time off

Recreation/health facilities

Great variations within a culture and across cultures

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Meaning of Compensation

Exchange of effort and output for wages and
benefits

Western individualist cultural perspective

Achievement

Protection or safety net

Entitlement and obligation

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Compensation

(Cont‟d)

Great variations across countries

Many companies look for low-cost labor

Labor not the only cost a company should consider

Companies should consider tax issues for both the
company and for the employee

Perks (benefits) part of total compensation

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CEO Compensation

Relative compensation

Perks (benefits) and other compensation

Total compensation

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CEO Compensation In Several Countries

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Paid Vacation Days in Various Countries

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Basis for Compensation

Equity principle

Bonus system and net pay

Loyalty and commitment

Philosophy toward compensation is changing in
many places

Systems becoming more similar, yet still large
differences

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Compensation Practices across Cultures

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Potential Sources of Costs Associated
with Expatriation

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Models for Expatriate Compensation

Ad hoc approach

Individually negotiated

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Models for Expatriate Compensation

Ad hoc approach

Individually negotiated

Localization

Paying the same as local nationals

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Models for Expatriate Compensation

Ad hoc approach

Individually negotiated

Localization

National system:

Paying the same as local nationals

Regional system: those who make commitment to job
assignment within a particular region of the world

Global system: MNEs will have two general pay
classifications:

-

Local employees

-

International

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Models for Expatriate Compensation

Ad hoc approach

Individually negotiated

Localization

Paying the same as local/regional/ local-international

Balance sheet method

Keep the expatriate “whole”

Same standard of living

Purchase Power Parity:

The degree to which an expatriate‟s

money will purchase the same items in a foreign locale.

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Balance Sheet Approach Expatriate Compensation

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Housing Costs in Foreign Cities

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Expatriate compensation worksheet

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Taxes

Technical and difficult to deal with

Large number of tax, securities, and currency
control rules

Consider marginal tax rates and tax-equalization
agreements

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Balance Sheet Approach

Advantages

Goal to treat expatriate
fairly

Minimize hardship

Disadvantages

Difficult to administer

Complex to explain

Requires collecting or
buying data, and
monitoring for changes

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Tax Rates Around The World

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Living Expenses

Food, transportation, clothing, entertainment, etc.

Difficult to estimate due to fluctuations

Keeping lifestyle and consumption choices

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Cost Estimates for Goods and
Services in Various World Cities

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The Big Mac in Various Countries

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Performance Management

Carrier Management

February 29

th

PM

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MNEs performance management

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Performance measurement in MNEs

IPM: ”the designed, implemented and evaluated intervention of
an MNE for the purpose of managing the performance of its
global work force, so that performance (at the individual, team
and organizational level) contributes to the attainment of strategic
global objectives”

Purpose

Evaluation and development

Feedback, promotion, motivation, training, optimal
performance

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An example

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MNE Control of Performance

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Factors impacting Expatriate‟s
Performance

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PERFORMANCE MANAGEMENT

Performance wheel:

setting employee performance expectations

regularly monitoring performance

providing ongoing feedback

performance appraisals / evaluations

career guidance

reward system

International context: more complex than domestic

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PM of international assignees

Critical to the success of an MNE

Expatriates are very expensive

Increased autonomy – greater impact on the subsidiary‟s performance

International assignees have to be open-minded and flexible

International assignees are subjected to a more intense working
environment, but the often distant evaluators seldom understand
these difficulties

83% of MNEs don‟t use PM systems for international assignees

35% don‟t use any PM system

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Categories for Evaluation

Qualifications : Training, Experience, Technical skills, Social and

language skills, Education

Targets – Directly derived from the parent company‟s objectives,

From the subsidiary‟s objectives, From local objectives,

Individually dictated

Attitude for: Flexibility, Interpersonal understanding and

communication skills, Ability to cope with the stress,

Openness to change

Job performance: Result areas, Development of local team,

Communication and decision making, Personal growth

and development, Application of expertise

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Who should do the evaluation?

Most MNEs found the answer in the use of multiple reviewers

Additional reviewers may not be as directly familiar with the work of the

international assignee BUT they may be able to add neccessary perspective.

(peers, customers, clients…etc)

360° review: above, below, peer review, self-review

Most IAs have some type of direct supervision from someone in the home

country PLUS usually a direct supervisor in the host country as well

Visits from home country staff and line employees,

Direct contacts in the foreign location with local customers, suppliers, banks

and government and community officials.

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Home vs. Host country raters

Home: little knowledge of local circumstances and
cultura and their impacts, achieving equivalent
results may require larger efforts

Host: asked the opinion of local management,
often they are supervisors too, they are familiar with
international assignees‟ performance, evaluations
governed by their own cultural backgrounds

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How to evaluate?

Form

Each firm develop standard forms (developed for domestic

situation -> may be problematic)

Must take into account languages and cultural contexts

Frequency

Difficult to remember to the past 6-12 months

The more frequent the evaluation the better the feedback (few

weeks, after significant projects)

Also vary according to the role of the evaluator

Feedback

A timely feedback of the results of the evaluation is an

important component for an effective performance management

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Guidelines for the PM

1.

PM into the expatriate‟s international assignment plan and discuss

the process prior to departure

2.

Set clear performance expectations for the IA with the home AND

host country managers

3.

Specify what successful performance in the host country entails

4.

Use soft and hard performance criteria

5.

Conduct frame-of-reference training for both the raters and the

ratee

6.

Frequent evaluations yet also more time to obtain results.

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Carrier Management

February 29

th

PM

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From to be an expatriate

to change to an repatriate

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Shock to leave, shock to return

Any personal experiences?

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Challenges of Repatriation

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Values of Repatriation

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Difficulties of ROI on Repatriate

Receiving feedback from the business unit concerned.

Tracking international assignments in a systematic way

No formal planning

A lack of objective measures

Too many decisions being made without realizing the
costs relating to the international assignment.

Globalization is a „must‟ -so the ROI almost doesn‟t
matter.

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Repatriation can include …

…..complex process, major effort.

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Potential results of an IA

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IA : is not for everyone, not for any
circumstances

Al

leg

iance
to the

local
fi

rm

Free agents(41%)
Adaptation
strategy:marginalization
(deculturation)

Characteristics:
-flexibility
-adventousness

Heart at home(12%)
Separation

Characteristics:
-commitment to the
company
Perseverance

High

Going native (15%)
Assimilation

Characteristics:
-extroversion
-cultural empathy

Dual citizens (32%)
Integration
(multiculturalism)

Characteristics:
-open-mindedness
-orientation to action

Low

High

Allegiance to the parent firm

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Additional IA compensation issues

1) Method of payment

Local host or home country currenc or a split pay

combination

Split pay:

Cover daily living expenses

Covering financial obligations in the home country

But! Protects against currency exchange rate fluctuations,

impact of differential inflation

2) Impact of exchange rate fluctuations

Alter the figures in the balance sheet for the IA

As exchange rates fluctuate up and down-> impact

differential (between the host and home country spendables)

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3) Impact of inflation

When net inflation goes up, host country spendables increase ->

differential goes up (direct relation)

4) Social security

Bilateral social security treaties in order to eliminate double

taxation – referred to as totalization agreements

Purpose: to eliminate dual social security taxation

Territorial rule: exclusively to the coverage laws of the host

country

„Detached worker”: temporarily transferred – remains covered

by the country from which he or she has been sent.

Some countries have funds that require payment by the

international assignee into the fund. (contributions may be

recovered)

Additional IA compensation issues

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Exercise 4. (March 1st AM)

Case Study Review

Determining the core issues of the case study. Level
of complexity, priority, time span.

Team 5 and 6 will presents

All teams need to submit their work

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Exercise 5. (March 1st PM)

Case Study Review

Mapping potential solution, options.

Team 7 and 8 will presents

All teams need to submit their work

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International Training &

Development

March 1

st

AM

Team 5 and 6 present: Exercise 4.

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Exercise 4. (March 1st AM)

Case Study Review

Determining the core issues of the case study. Level
of complexity, priority, time span.

Team 5 and 6 will presents

All teams need to submit their work

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Intern. Training & Development

Complexities, challenges,

and future in IHRM

March 1

st

PM

Team 7 and 8 present: Exercise 5.

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Terms

15

9

cultural awareness
pre-departure training
preliminary visits

international business travelers
international ‘cadre’

training

development

language training
international English
corporate language

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International Training and
Development

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The Mendenhall, Dunbar and Oddou cross-

cultural training model

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Role of Cultural Trainings

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Exercise 5. (March 1st PM)

Case Study Review

Mapping potential solution, options.

Team 7 and 8 will presents

All teams need to submit their work

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Complexities, challenges,

and future in IHRM

March 1

st

PM

Team 7 and 8 present: Exercise 5.

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Test /Case Study Recos

March 2

st

AM

Exercise 6.

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Exercise 6. (March 2

nd

AM)

Case Study Review

Present your recommendations

All teams need to submit their work

Best two team will present

Discuss, challenge, reason each other!


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