Dee Birschel. Benefits Quarterly. Brookfield: Third Quarter 2010. Vol. 26, Iss. 3; pg. 61, 1 pgs
Copyright International Society of Certified Employee Benefit Specialists Third Quarter 2010 Global companies must always attend to local jurisdictional laws and regulations. HR should initiate charitable activities to benefit regions hit by major disasters only after checking local laws about payroll deductions, tax deductions, consent rules and consultation with employee representatives. Any global compensation strategies must pass review under local pay discrimination laws for protected group, gender, job category and specific country rules. Waivers associated with severance payments should include language to prevent double dipping by an employee fired and then rehired in a different location. Donald C. Dowling Jr.
International HR Journal,
Spring 2010, pp. 3-9.
International HR Best Practice Tips: "Floating" Employees Working in Overseas "Permanent Establishments" Dee Birschel. Benefits Quarterly. Brookfield: Second Quarter 2009. Vol. 25, Iss. 2; pg. 69, 1 pgs
Copyright International Society of Certified Employee Benefit Specialists Second Quarter 2009 Organizations with just one or two employees working in another country may want to avoid setting up formal licensed and registered operations. But by setting up the expatriate as a floating employee, the employer risks violating host country laws. Arrangements may skirt requirements for commercial registration and corporate income tax as well as labor immigration laws. Employers may consider seconding the expat with a local company or have the expat work as a consulting independent contractor. But even these arrangements border on permanent establishments liable to taxes and other employment regulations. Donald C. Dowling Jr.
International HR Journal,
Fall 2008, pp. 3-7.
Exploring standardisation and knowledge networking processes in transnational human resource management Michael Dickmann, Michael Müller-Camen, Clare Kelliher. Personnel Review. Farnborough: 2009. Vol. 38, Iss. 1; pg. 5 Abstract (Summary)
Purpose - It is argued that a key step in becoming a "transnational" company is to implement transnational HRM (THRM). However, what is meant by THRM and how can it be assessed? The purpose of this paper is to develop the characteristics of THRM along two dimensions: standardisation and knowledge networking, in contrast to many existing studies which focus on IHRM strategies and structures. Standardisation and knowledge networking are to be examined at both the meta and operational levels. Design/methodology/approach - The paper is based on two case studies of major German MNCs, both with significant operations in Spain and the UK. Data were collected by means of semi-structured interviews with senior managers, HR managers and labour representatives. Findings - The findings show that THRM can be operationalised using knowledge networking and standardisation on a meta level, in terms of principles, and at an operational level in terms of practices. The two firms show differences in the process and intensity of HR knowledge networking which have implications for the level of standardisation, local autonomy and innovation capabilities. The findings also suggests that THRM is more about processes than outcomes. Research limitations/implications - A limitation of this study is that the cases were only drawn from Western Europe. The patterns of THRM structures and processes may differ significantly in MNCs from other regions. Originality/value - This paper extends existing research by exploring international HR beyond strategies and structures and focuses on communication and coordination processes. It advocates a refined view of the transnational firm. Introduction
The transnational firm identified by  Bartlett and Ghoshal (1989), has become one of the most prescribed configurations for...