global human resource management
Global Human Resource Management
Chapter Outline
Opening Case: Lenovo INTRODUCTION THE STRATEGIC ROLE OF INTERNATIONAL HRM
STAFFING POLICY Types of Staffing Policy Expatriate Managers Management Focus: Managing Expatriates at Royal Dutch/Shell The Global Mind-Set
TRAINING AND MANAGEMENT DEVELOPMENT
Training for Expatriate Managers Repatriation of Expatriates Management Development and Strategy Management Focus: Monsanto’s Repatriation Program PERFORMANCE APPRAISAL
Performance Appraisal Problems Guidelines for Performance Appraisal COMPENSATION
National Differences in Compensation Management Focus: Global Compensation Practices at McDonald’s Expatriate Pay
INTERNATIONAL LABOR RELATIONS
The Concerns of Organized Labor The Strategy of Organized Labor Approaches to Labor Relations SUMMARY CRITICAL DISCUSSION QUESTIONS
Closing Case: XCO China
Learning Objectives
1. Articulate the strategic role of human resource management in the international businesses.
2. Discuss the pros and cons of different approaches to staffing policy in the international business.
3. Explain why management may fail to thrive in foreign postings.
4. Articulate how management development and training programs can increase the value of human capital in the international business firm.
5. Explain how and why performance appraisal systems might vary across nations.
6. Explain how and why compensation systems might vary across nations.
Chapter Summary
This chapter focuses on the challenging topic of global human resource management (HRM). The term “expatriate manager” is introduced. The task of staffing foreign subsidiaries is discussed. In this area, firms typically pursue either an ethnocentric, polycentric, or geocentric approach. This section is followed with an explanation of the challenges involved in
Chapter Outline
Opening Case: Lenovo INTRODUCTION THE STRATEGIC ROLE OF INTERNATIONAL HRM
STAFFING POLICY Types of Staffing Policy Expatriate Managers Management Focus: Managing Expatriates at Royal Dutch/Shell The Global Mind-Set
TRAINING AND MANAGEMENT DEVELOPMENT
Training for Expatriate Managers Repatriation of Expatriates Management Development and Strategy Management Focus: Monsanto’s Repatriation Program PERFORMANCE APPRAISAL
Performance Appraisal Problems Guidelines for Performance Appraisal COMPENSATION
National Differences in Compensation Management Focus: Global Compensation Practices at McDonald’s Expatriate Pay
INTERNATIONAL LABOR RELATIONS
The Concerns of Organized Labor The Strategy of Organized Labor Approaches to Labor Relations SUMMARY CRITICAL DISCUSSION QUESTIONS
Closing Case: XCO China
Learning Objectives
1. Articulate the strategic role of human resource management in the international businesses.
2. Discuss the pros and cons of different approaches to staffing policy in the international business.
3. Explain why management may fail to thrive in foreign postings.
4. Articulate how management development and training programs can increase the value of human capital in the international business firm.
5. Explain how and why performance appraisal systems might vary across nations.
6. Explain how and why compensation systems might vary across nations.
Chapter Summary
This chapter focuses on the challenging topic of global human resource management (HRM). The term “expatriate manager” is introduced. The task of staffing foreign subsidiaries is discussed. In this area, firms typically pursue either an ethnocentric, polycentric, or geocentric approach. This section is followed with an explanation of the challenges involved in