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Chapter 16 - International dimensions of human resource management. This chapter presents the following content: Understanding the terms, the framework of cultural understanding, the expatriate: recruitment strategies, objectives for an effective international compensation policy,. | Chapter 16 International Dimensions of Human Resource Management Understanding the Terms Global corporation – a corporation that has become an “insider” in any market or nation where it operates and is thus competitive with domestic firms operating in local markets. Unlike domestic firms, however, the global corporation has a global strategic perspective and claims its legitimacy from its effective use of assets to serve its far-flung customers Expatriate – also known as a foreign-service employee, is a generic term applied to anyone working outside her or his home country with a planned return to that or a third country Understanding the Terms Home country – the expatriate’s country of residence Host country – the country in which the expatriate is working Third-country national – an expatriate who has transferred to an additional country while working abroad The Framework of Cultural Understanding Ten broad classifications help managers assess any culture and examine its people . | Chapter 16 International Dimensions of Human Resource Management Understanding the Terms Global corporation – a corporation that has become an “insider” in any market or nation where it operates and is thus competitive with domestic firms operating in local markets. Unlike domestic firms, however, the global corporation has a global strategic perspective and claims its legitimacy from its effective use of assets to serve its far-flung customers Expatriate – also known as a foreign-service employee, is a generic term applied to anyone working outside her or his home country with a planned return to that or a third country Understanding the Terms Home country – the expatriate’s country of residence Host country – the country in which the expatriate is working Third-country national – an expatriate who has transferred to an additional country while working abroad The Framework of Cultural Understanding Ten broad classifications help managers assess any culture and examine its people systematically Sense of self and space Dress and appearance Food and eating habits Communication, verbal and nonverbal Time and time sense Relationships Values and norms Beliefs and attitudes Work motivation and practices Mental processes and learning The Expatriate: Recruitment Strategies Recruitment: Three basic models Ethnocentrism – selection from the national group of the parent company only Recruitment from within the parent company’s country and the country where the branch is located Geocentrism – adoption of an international perspective with emphasis on the unrestricted use of all nationalities The Expatriate: Selection Strategies Selection criteria: Seeing beyond technical qualifications Personality Extroversion Agreeableness Emotional stability Skills Technical Communication Home- and host-country languages Verbal and Nonverbal Interpersonal relations Stress management The Expatriate: Selection Strategies Attitudes Tolerant attitudes toward people who may differ significantly in
