International Business - Chapter 19: International human resource management and labor relations

"International Business - Chapter 19: International human resource management and labor relations" describe the nature of human resource management in international business, detail how firms recruit and select managers for international assignments, explain how international businesses train and develop expatriate managers, describe labor relations in international business.
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International Business - Chapter 19: International human resource management and labor relations chapter 19 International Business, 6th Edition International Human Resource Management and Labor Relations Griffin & Pustay19-1 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Chapter Objectives • Describe the nature of human resource management in international business • Detail how firms recruit and select managers for international assignments • Explain how international businesses train and develop expatriate managers • Describe labor relations in international business19-2 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Chapter Objectives (continued) • Discuss how international firms conduct performance appraisals and determine compensation for their expatriate managers • Analyze retention and turnover issues in international business • Explain basic human resource issues involving nonmanagerial employees19-3 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Human Resource Management Human Resource Management is the set of activities directed at attracting, developing, and maintaining the effective workforce necessary to achieve a firm’s objectives.19-4 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Figure 19.1 The International Human Resource Management Process HRM’s Strategic Content Recruitment and Selection Training and Development Performance Appraisal Compensation and Benefits Labor Relations Contribution to Organizational Effectiveness19-5 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall International Staffing Needs Managerial/Executive Employees Nonmanagerial Employees19-6 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Scope of Internationalization Export Department International Division Global Organization19-7 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Expertise Needs in Global Organizations Product line Functional skills Individual country markets Global strategy19-8 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Centralization versus Decentralization of Control • Centralized firms – Favor home country managers – Most common amongst international division form • Decentralized firms – Favor host country managers – Most common amongst multidomestic firms19-9 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Staffing Philosophy Parent Country Nationals (PCNs) Host Country Third Country Nationals Nationals (HCNs) (TCNs)19-10 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Strategies for Staffing • Ethnocentric staffing model • Polycentric staffing model • Geocentric staffing model19-11 Copyright 2010 Pearson Education, Inc. publishing as Prentice Hall Figure 19.2 Necessary Skills and Abilities for International Managers Skills and Abilities Skills and Abilities Necessary to Do Necessary to Work the Job in a Foreign Location •Technical •Adaptability •Functional •Location-specific skills •Managerial •Personal characteristics Improved Chances of Succeeding in ...