International Hrm

Case: Molex ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

Human resource management (HRM) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

International human resource management ,[object Object],[object Object],[object Object],18-

Strategy, structure and control systems 18-

Staffing policy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

Ethnocentric policy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

Polycentric policy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

Geocentric policy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

Comparison of staffing approaches 18-

The expatriate problem ,[object Object],[object Object],[object Object],[object Object],18-

Reasons for expatriate failure ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

Expatriate selection ,[object Object],[object Object],[object Object],18-

Four attributes that predict success ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

Training and management development ,[object Object],[object Object],[object Object],[object Object],18-

Training & management development continued ,[object Object],[object Object],[object Object],18-

18- 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

Management development & strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],18-

Performance appraisal ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

Guidelines for performance appraisal ,[object Object],[object Object],[object Object],18-

Compensation ,[object Object],[object Object],[object Object],[object Object],[object Object],18-

Compensation for four positions in 26 countries 18-

National differences in compensation 18- Table 18.4 b CEO HR Director Accountant Mfg. Employee Argentina $860,704 $326,874 $63, 948 $17, 884 Canada 742,228 188, 070 44,866 36,289 Germany 421,622 189,785 61,375 36,934 Taiwan 179,486 102,491 30,652 11,924 United Kingdom 719,665 268,302 107,839 28,874 United States 1,403,899 306,181 66,377 44,680

National differences in CEO pay for midsize companies 18- Fig 18.1

Compensation issues 18- Type of Company Payment Ethnocentric How much home-country expatriates should be paid. Polycentric Pay can and should be country-specific. Geocentric/Transnational May have to pay its international cadre of managers the same.

Expatriate pay ,[object Object],[object Object],[object Object],[object Object],18-

Components of expatriate pay ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18-

International labor relations ,[object Object],[object Object],[object Object],18-

Concerns of organized labor ,[object Object],[object Object],[object Object],[object Object],[object Object],18-

Strategy of organized labor ,[object Object],[object Object],[object Object],18-

International Hrm

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International Hrm