Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (18)
Similar to Global Human Resourse Mgt
Similar to Global Human Resourse Mgt (20)
Global Human Resourse Mgt
- 2. Global Human Resource Management Chapter Eighteen
- 5. International Human Resource Management
- 10. Comparison of Staffing Approaches
- 20. Repatriation of Expatriates Didn’t know what position they hold upon return. Firm vague about return, role and career progression . Took lower level job. Leave firm within one year. Leave firm within three years 10 20 30 40 50 60 70 percent
- 25. Compensation in Various Countries
- 28. The Balance Sheet Approach
Editor's Notes
- As shown in in this figure (which is based on Figure 13.1), people are the linchpin of a firm’s organization architecture. For a firm to outperform its rivals in the global marketplace, it must have the right people in the right postings. Those people must be trained appropriately so that they have the skill sets required to perform their jobs effectively, and so that they behave in a manner that is congruent with the desired culture of the firm. Their compensation packages must create incentives for them to take actions that are consistent with the strategy of the firm, and the performance appraisal system the firm uses must measure the behavior that the firm wants to encourage. As indicated in Figure 18.1, the human resource function, through its staffing, training, compensation, and performance appraisal activities, has a critical impact upon the people, culture, incentive, and control system elements of the firm’s organization architecture (performance appraisal systems are part of the control systems in an enterprise). Thus, human resource professionals have a critically important strategic role. Figure 18.1, p. 620
- Table 18.1, p. 623
- Table 18.2, p. 624
- Two issues are raised in every discussion of compensation practices in an international business. One is how compensation should be adjusted to reflect national differences in economic circumstances and compensation practices. The other issue is how expatriate managers should be paid. From a strategic perspective, the important point is that whatever compensation system is used, it should reward managers for taking actions that are consistent with the strategy of the enterprise.
- Table 18.3, p. 633
- Figure 18.2 shows a typical balance sheet. Note that home-country outlays for the employee are designated as income taxes, housing expenses, expenditures for goods and services (food, clothing, entertainment, etc.), and reserves (savings, pension contributions, etc.). The balance sheet approach attempts to provide expatriates with the same standard of living in their host countries as they enjoy at home plus a financial inducement (i.e., premium, incentive) for accepting an overseas assignment Figure 18.2, p. 634