This document provides an overview of managing global human resources. It discusses key topics such as: 1. The definition of human resource management versus global human resource management and the core activities of HRM. 2. Factors that affect global HRM like culture, laws and regulations. It also discusses Geert Hofstede's cultural dimensions theory. 3. Global HRM pressures and topics like recruitment, selection, types of global staff, compensation and developing expatriates. The document is a presentation on managing global human resources administration that covers definitions, core HRM activities, cultural factors, global staffing considerations, and developing expatriates.

1. Managing Global Human
Resource Administration
HUMAN RESOURCE
ADMINISTRATION &
DEVELOPMENT
(MAEd GS-644)
Presenter :
Malyn C. Singson

2. T
T
o
o
p ii c
p
c
s
s
I. Definition of Human Resource Management vs.
Global Human Resource Management
II. Core Activities of Human Resource Management
III. The Differences/Similarities of Global HR
IV. Employers in the Global Marketplace
V. Factors Affecting Global HR
VI. G.Hofstede’s Cultural Dimension
VII. Global HR Pressures

3. VIII. Recruitment/Selection in International Staffing
a. Types of Global Staff Members
b. Approaches of Global Staffing
IX. Criteria for Selection of Employees for foreign
assignment
X.
Stages in Expatriation selection
XI. Expatriate preparation and Development Program
XII. Compensating Expatriates
XIII. Compensating Host Country Nationals
XIV. Global Human Resources Development

4. I. What is HUMAN RESOURCE MANAGEMENT
- the strategic and coherent approach to the
management of an organization’s most valued
assets - the PEOPLE working there individually
and collectively.
Why HUMAN RESOURCE MANAGEMENT
Skilled workforce
Limited availability
Proper utilization
George Elton Mayo – Father of Human Resource Management

5. GLOBAL HUMAN RESOURCE MANAGEMENT
- The process of employing, developing and rewarding
people in international or global organization. An
organization in which operations takes place subsidiaries
overseas. Or manages its business internationally.
It combines knowledge of business, culture, history and
social practices to help companies find their niches in the
international community.

6. II.
CORE ACTIVITIES
Employee
and
Labor Mgnt.
Relations
Performance
Appraisal
Training
and
Dev’t.
Recruitment,
Selection,
Orientation and
Exit interview
HUMAN
RESOURCE
MANAGEMENT
Compensation
and
Benefits
HR Analysis,
Policy and
Planning
Employment
Contract
and Admin.
Employee
Records/
Database
HUMAN RESOURCE MANAGEMENT

7. III. DIFFERENCES/SIMILARITIES
Marketing/
Sales
Recruitment,
Selection,
Orientation
Compensation
and
Benefits
Finance
Operations
Training
and
Dev’t.
Performance
Appraisal
Other
functional
Areas
GLOBAL
HUMAN RESOURCE MANAGEMENT

8. IV. EMPLOYERS IN THE GLOBAL MARKET
(Ways to participate in international business)
• Importing and Exporting the buying and selling of
goods and services with organizations in other
countries.

9. Employers in the Global Market
rket
• Multinational is an organization that operate branches
a
and business units in different countries.

10. Employers in the Global Market
rket
• Global organization an organization having
corporate units in a number of countries that are
integrated to operate worldwide,

11. V. FACTORS AFFECTING GLOBAL HR
Economic
Economic
Political
Laws and
Laws and
Regulations
Regulations
Culture
Culture
Technical
Technical
Advancement
Advancement

12. VI. Geert HOFSTEDE’S CULTURAL DIMENSION THEORY
Is a framework for cross-cultural communication.
It describes the effects of a society’s culture on the values of
its members and how these values relate to behavior.

13. Geert Hofstede’s Cultural Dimensions Theory
 Power Distance: the inequality
among the people of a nation.
 Individualism:
the
moral stance, political
philosophy, ideology or
social
outlook
that
emphasizes the moral
worth of the individual.

14. G. Hofstede’s Cultural Dimensions Theory
 Masculinity/Femini
nity: the degree to
which
“masculine”
values prevail over
“feminine” values.
 Uncertainty
avoidance : reflects
the extent to which
members attempt to
cope with anxiety by
minimizing
uncertainty.

15. G. Hofstede’s Cultural Dimensions Theory
 Long term orientation:
stands for fostering of virtues
oriented towards future
rewards through persevance
and thrifty.

16. VII.
Pr
e
Tra serv
ns e t
fer ale
kn nts
ow /
led
ge
GLOBAL HR PRESSURES
Identifying
and
Developing talent
Deployment/
Service
Knowledge
and
Innovation
Dissemination
ity
rs hip
ve rs
n i tne
U r
pa
Se
rvi
ce
P
rov
ide
rs
S
Ap A P
pl (S
ica y
tio ste
n m
Pr
od
uc
t)

17. VIII. RECRUITMENT/SELECTION in
International Staffing Policy
1. Types of Global Staff Members

2.
Expatriate 
Host country 
Approaches to Global Staffing or
Top Management Values




Ethnocentric
Polycentric
Regioncentric
Geocentric
Third country national

18. 1. Types of Global Staff Members
• 1.1. Expatriate
An employee who is relocated from his/her mother
country to work at one of the subsidiaries of the company
abroad or at Corporate Headquarters for a period
exceeding one year.
• 1.2. Host-country national
Employee’s nationality
subsidiary.
•1.3. Third-country national
same
as
location
of
Citizen of one country, working in second country,
and employed by organization headquartered in third
country.

19. Illustration 1
MOTHER COUNTRY
Types of Global Staff Members
Expatriate

HEADQUARTER
Host country
National
Subsidiary

THIRD
COUNTRY

20. 2. Approaches to Global Staffing/
Top Management Values
• 2.1. Ethnocentric staffing
Companies primarily hire expatriates to staff
higher-level foreign positions.
• 2.2. Polycentric staffing
When more host-country nationals are used
throughout the organization, from top to bottom.
• 2.3. Regiocentric staffing
Regional groups of subsidiaries reflecting
organization’s strategy and structure work as a unit.

21. Approaches to Global Staffing/
Top Management Values
• 2.4. Geocentric staffing
Uses worldwide integrated business
strategy. Chooses the best person to work at
subsidiary. Manager selection is based on
competency not on nationality.

22. IX. CRITERIA FOR SELECTION OF
EMPLOYEES FOR FOREIGN ASSIGNMENTS :

Competency in the employee’s area of expertise.

Ability to communicate verbally and nonverbally in the foreign
country.

Flexibility, tolerance of ambiguity, and sensitivity to cultural
differences.

Motivation to succeed and enjoyment of challenges.

Willingness to learn about the foreign country’s culture,
language, and customs.

Support from family members.

23. X.
STAGES IN EXPATRIATION SELECTION
1.Planning Phase
3. Mid-assignment Phase
a. Identify the mission/ duration
b. Compensation/Benefits
2. Selection Phase
a. Approval of the company
b. Knowledge/Technical Skills/
International experience
d. Personality/Adaptability Screening
e. Contract Assignment
f. Training/Consultation Phase
g. Work Visa
h. Pre-departure orientation
4. Evaluation/Reward Phase
5. Repatriation Phase
6. Assessment Phase

24. XI.
EXPATRIATE PREPARATION AND
DEVELOPMENT PROGRAM
Expatriate Preparation and Development
Prior to Departure:
Orientation and Training
Language
Culture
History
Local Customs
Living Conditions
During Assignment:
Continual Development
Expanding Skills
Career Planning
Home-Country
Development
Near Completion:
Repatriation
Orientation
Training
Lifestyle
Workplace
Employees

25. XII. COMPENSATING EXPATRIATES
• The “Balance Sheet Approach”
 Home-country groups of expenses—income
taxes, housing, goods and services, and
discretionary expenses—are the focus of attention.
 The employer estimates what each of these four
expenses is in the expatriate’s home country, and
what each will be in the host country.
 The employer then pays any differences such as
additional income taxes or housing expenses.

26. COMPENSATION FOR EXPATRIATES (Mo.)
POSITION
Teacher
COUNTRY
Dirhams
Japan
Hongkong
Vietnam
SALARY
11,0000 AED
156,500 JPY
23,285 HKD
CONVERSION
@ 12.30 =
@ 0.043360 =
@ 5.832
=
31,355,000 VND @ 0.00213 =
Php
135,300
67,854
135,798
66,786.15
Canada
4,369 CAD
@
41.153 =
179,797
USA
2,5000 USD
@
45.247 =
113,120

27. COMPENSATION FOR EXPATRIATES (Mo.)
POSITION
Engineers
COUNTRY
Middle East
Hongkong
Canada
USA
SALARY
CONVERSION
Php
7,0000 SAR
@ 12.06 =
84,420
25,000 HKD
5,380 CAD
5,191.66 USD
@ 5.832
= 145,800
@ 41.153 =
@
221,142
45.247 = 234,907

28. XIII. Compensation for Host-Country Nationals
Factors to consider:
a. Minimum wage requirements which differs from
country to country.
b. Working time information and holidays
c. Overtime payments and restrictions
d. Benefits and severance practices

29. XIV. Global Human Resource Development
• Expatriate Training & Development
• Continual Development: Online Assistance and
Training
• Repatriation Orientation and Training
• Safety and Health