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International Dimension of Human Resource Management
- 3. UUnnddeerrssttaannddiinngg tthhee TTeerrmmss
Global corporation – a corporation that has become an “insider” in
any market or nation where it operates and is thus competitive with
domestic firms operating in local markets. Unlike domestic firms,
however, the global corporation has a global strategic perspective
and claims its legitimacy from its effective use of assets to serve its
far-flung customers
Expatriate – also known as a foreign-service employee, is a
generic term applied to anyone working outside her or his home
country with a planned return to that or a third country
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
- 4. UUnnddeerrssttaannddiinngg tthhee TTeerrmmss
Home country – the expatriate’s country of residence
Host country – the country in which the expatriate is working
Third-country national – an expatriate who has transferred to an
additional country while working abroad
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
- 5. The Framework ooff CCuullttuurraall UUnnddeerrssttaannddiinngg
Ten broad classifications help managers assess any culture and
examine its people systematically
Sense of self and space
Dress and appearance
Food and eating habits
Communication, verbal and nonverbal
Time and time sense
Relationships
Values and norms
Beliefs and attitudes
Work motivation and practices
Mental processes and learning
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
- 6. The Expatriate: RReeccrruuiittmmeenntt SSttrraatteeggiieess
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Recruitment: Three basic models
Ethnocentrism – selection from the national group of the parent
company only
Recruitment from within the parent company’s country and the
country where the branch is located
Geocentrism – adoption of an international perspective with emphasis
on the unrestricted use of all nationalities
- 7. The Expatriate: SSeelleeccttiioonn SSttrraatteeggiieess
Selection criteria: Seeing beyond technical qualifications
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Personality
Extroversion
Agreeableness
Emotional stability
Skills
Technical
Communication
Home- and host-country languages
Verbal and Nonverbal
Interpersonal relations
Stress management
- 8. The Expatriate: SSeelleeccttiioonn SSttrraatteeggiieess
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Attitudes
Tolerant attitudes toward people who may differ significantly in race,
creed, color, values, personal habits, and customs
Motivation
Eliminate those only looking to get out of their own country for a change
of scenery
Behavior
Concern for other members of a group
Tolerance of ambiguity
Respect for people and customs different from one’s own
Nonjudgmental behavior
- 9. The Expatriate: OOrriieennttaattiioonn SSttrraatteeggiieess
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Three phases to orientation
Initial Orientation
Cultural briefing – traditions, history, government, economy, living
conditions, clothing, housing requirements, health requirements, visa
applications
Assignment briefing – length of assignment, vacations, salary and
allowances, tax consequences, repatriation policy
Relocation requirements – shipping, packing, or storage; home sale or
rental; information about housing at the new location
- 10. The Expatriate: OOrriieennttaattiioonn SSttrraatteeggiieess
Three phases to orientation (continued)
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Predeparture orientation
Introduction to the language
Further reinforcement of important values, especially open-mindedness
En route, emergency, and arrival information
Post-arrival orientation
Orientation toward the environment
Orientation toward the work unit and fellow employees
Orientation to the actual job
- 11. The Expatriate: TTrraaiinniinngg SSttrraatteeggiieess
Three areas of training provide skills to survive, cope, and succeed:
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Culture
Language
Day-to-day matters
Culture shock – usually occurs 4-6 months after arrival
Symptoms – homesickness, boredom, withdrawal, a need for excessive
amounts of sleep, compulsive eating or drinking, irritability,
exaggerated cleanliness, marital stress, family tension, conflict
(involving children), hostility toward host-country nationals, loss of
ability to work effectively, physical ailments of a psychosomatic
nature
- 12. OObbjjeeccttiivveess ffoorr aann EEffffeeccttiivvee
IInntteerrnnaattiioonnaall CCoommppeennssaattiioonn PPoolliiccyy
Attract and retain employees who are qualified for overseas service
Facilitate transfers between foreign affiliates and between home-country
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
and foreign locations
Establish and maintain a consistent relationship between the
compensation of employees of all affiliates, both at home and
abroad
Maintain compensation that is reasonable in relation to the practices
of leading competitors
- 13. Types of Expatriate CCoommppeennssaattiioonn PPllaannss
Localization – practice of paying expatriates on the same scale as
local nationals; salary and benefits may be supplemented with one-time
or temporary transition payments
Works well under specific conditions
When the transferring employee has very limited home-country experience
In the case of permanent, indefinite, or extremely long (e.g., 10-year)
transfers
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
- 14. Types of Expatriate CCoommppeennssaattiioonn PPllaannss
“Higher-of-home-or-host” – localizes expatriates in the host-country
salary program, but establishes a compensation floor based
on home-country compensation so that expatriates never receive
less than they would be paid at home for a comparable position
Works well under specific conditions
Transfers within regions – notably in Latin America and in the European
Union
Assignments of unlimited duration
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
- 15. Types of Expatriate CCoommppeennssaattiioonn PPllaannss
Balance-sheet approach – the most common method used in North
American, European, and, increasingly, Japanese global
organizations; its primary objective is to ensure that expatriates
neither gain nor lose financially compared with their home-country
peers
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Advantages
Preserves the purchasing power of expatriates in a cost-effective manner
Facilitates mobility among expatriates
- 16. Components of IInntteerrnnaattiioonnaall
CCoommppeennssaattiioonn PPaacckkaaggeess
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Benefits
Best-of-both-worlds benefits – the expatriate is given home-country
benefits coverage, for example pensions and medical coverage, and,
where there may be no home-country plan, in areas such as disability
insurance, the employee may join the host-country plan
Premiums
Housing allowance
Education allowance
Income tax equalization allowance
Hardship pay for living in areas with climactic extremes, political
instability, or poor living conditions
Home leave
School allowance
- 17. Components of IInntteerrnnaattiioonnaall
CCoommppeennssaattiioonn PPaacckkaaggeess
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Pay Adjustments and Incentives
Incentives that work in the home country may be impractical and
detrimental in the host country
Equity norm – the most universal reward allocation practice; rewards
are distributed to group members based on their contributions
- 18. Special Issues iinn tthhee RReeppaattrriiaattiioonn
ooff OOvveerrsseeaass EEmmppllooyyeeeess
Three elements contribute to repatriation anxiety – personal
finances, reacclimation to the U.S. lifestyle, readjustment to the
corporate structure
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Possible solutions
Planning
Prior to the assignment, the firm should define one or more of the three
primary purposes for sending a particular expatriate abroad:
executive development
coordination and control between headquarters and foreign operations, and
transfer of information and technology
Careful inclusion of expatriation and repatriation moves in comprehensive
planning will help reduce uncertainty and the fear that accompanies it
- 19. Special IIssssuueess iinn RReeppaattrriiaattiioonn
ooff OOvveerrsseeaass EEmmppllooyyeeeess
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
Possible solutions (continued)
Career management
Appoint a “Career Sponsor”
Looks out for the expatriate’s career interests while she or he is abroad and
keeps the expatriate abreast of company developments
Is sensitive to the “job shock” the expatriate may suffer when she or he returns
Is trained to counsel the returning employee (and her or his family as well)
until resettlement is deemed complete
Compensation
Use mobility premiums (e.g., 3 months’ pay) – one-time compensation for
each move—overseas, back home, or to another overseas assignment
Low-cost loans and other financial assistance for housing
Financial counseling