Hrm10e Chap18


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Hrm10e Chap18

  1. 1. Human Resource Management TENTH EDITON Globalization of HR Management © 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation by Charlie Cook Chapter 18 SECTION 5 Employee Relations and Global HR Robert L. Mathis  John H. Jackson
  2. 2. Learning Objectives <ul><li>After you have read this chapter, you should be able to: </li></ul><ul><ul><li>Identify key forces driving globalization of management and organizations. </li></ul></ul><ul><ul><li>Describe how political, legal, economic, and cultural factors affect global HR management. </li></ul></ul><ul><ul><li>Discuss the five factors considered necessary to select successful global employees. </li></ul></ul><ul><ul><li>Explain the activities needed to increase expatriate completion rates. </li></ul></ul><ul><ul><li>Identify basic international compensation practices. </li></ul></ul><ul><ul><li>Describe several international health, safety, and security concerns. </li></ul></ul>
  3. 3. Globalization of Business and HR Globalization Forces Global Communications Global Population Changes Global Economic Interdependence Regional Alliances NAFTA, EU
  4. 4. Types of Global Organizations
  5. 5. Transition to Global Organizations Figure 18 –1a
  6. 6. Transition to Global Organizations Figure 18 –1b
  7. 7. Factors Affecting Global HR Management Figure 18 –2
  8. 8. Hofstede’s Culture Dimensions
  9. 9. Selected Countries on Hofstede’s Culture Dimensions Figure 18 –3a Source: Based on data contained in Geert Hofstede, Cultures and Organizations (London: McGraw-Hill Book Co., 1991).
  10. 10. Selected Countries on Hofstede’s Culture Dimensions Figure 18 –3b Source: Based on data contained in Geert Hofstede, Cultures and Organizations (London: McGraw-Hill Book Co., 1991).
  11. 11. Staffing Global Assignments Types of Global Employees Expatriate Third-Country National Host-Country National
  12. 12. Types of Global Assignments Figure 18 –4
  13. 13. Global Employee Selection Factors Figure 18 –5
  14. 14. Causes of Expatriate Assignment Failure Figure 18 –6 Source: Based on data from Global Relocation Trends Survey Report (New York: GMAC GRS/Windham International, 2000), 48.
  15. 15. Global Assignment Management Cycle Figure 18 –7
  16. 16. Intercultural Competency Training Figure 18 –8 Source: Developed by Andrea Graf, Ph.D., Technical University of Braunschweig, Germany, and Robert L. Mathis, Ph.D., SPHR.
  17. 17. Expatriate Adjustment Stages Figure 18 –9 Source: GMAC Relocation Services, used with permission.
  18. 18. International Compensation <ul><li>Balance Sheet Approach </li></ul><ul><ul><li>Equalizes cost differences between the international assignment and the same assignment in the home country. </li></ul></ul><ul><ul><ul><li>Home-country reference point used to maintain a standard of living equivalency. </li></ul></ul></ul><ul><ul><ul><li>Home-country compensation and other benefits are protected during the international assignment. </li></ul></ul></ul><ul><li>Global Market Approach </li></ul><ul><ul><li>International assignments are viewed as continual and core components of compensation and benefits are provided regardless of assignment location. </li></ul></ul>
  19. 19. Typical Expatriate Compensation Components Figure 18 –10
  20. 20. Global Employment Global Employee Relations Issues Global Labor-Management Relations Global Health, Safety, and Security Discrimination Regulations Globally
  21. 21. Union Membership as a Percentage of the Workforce for Selected Countries Figure 18 –11 Source: International Labor Organization, available at