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Hai trước chương tập trung vào toàn cầu môi trường và bối cảnh của tổ chức. Bây giờ chúng ta tập trung vào khía cạnh "người quản lý" này. Mục đích là để thiết lập vai trò của nguồn nhân lực trong việc duy trì hoạt động kinh doanh quốc tế và tăng trưởng. Chúng tôi bao gồm những điều sau đây: | Chapter 3 IHRM: Sustaining international business operations Chapter objectives issues relating to the various approaches to staffing foreign operations the reasons for using international assignments: position filling, management development and organizational development (cont.) The previous two chapters concentrated on the global environment and organizational contexts. We now focus on the ‘managing people’ aspect. The aim is to establish the role of HRM in sustaining international business operations and growth. We cover the following: Chapter objectives (cont.) the various types of international assignments: short-term, extended and longer-term; and non-standard arrangements: commuter, rotator, contractual and virtual the role of expatriates and non-expatriates (international business travelers) in supporting international business activities the role of the corporate HR function. Approaches to staffing Factors affecting approaches to staffing General staffing policy on key . | Chapter 3 IHRM: Sustaining international business operations Chapter objectives issues relating to the various approaches to staffing foreign operations the reasons for using international assignments: position filling, management development and organizational development (cont.) The previous two chapters concentrated on the global environment and organizational contexts. We now focus on the ‘managing people’ aspect. The aim is to establish the role of HRM in sustaining international business operations and growth. We cover the following: Chapter objectives (cont.) the various types of international assignments: short-term, extended and longer-term; and non-standard arrangements: commuter, rotator, contractual and virtual the role of expatriates and non-expatriates (international business travelers) in supporting international business activities the role of the corporate HR function. Approaches to staffing Factors affecting approaches to staffing General staffing policy on key positions at headquarters and subsidiaries Ethnocentric Polycentric Geocentric Regiocentric Constraints placed by host government Staff availability Ethnocentric Strategic decisions are made at headquarters Limited subsidiary autonomy Key positions in domestic and foreign operations are held by headquarters’ personnel; PCNs manage subsidiaries Polycentric Each subsidiary is a distinct national entity with some decision-making autonomy HCNs manage subsidiaries who are seldom promoted to HQ positions PCNs rarely transferred to subsidiary positions Geocentric A global approach - worldwide integration View that each part of the organization makes a unique contribution Nationality ignored in favour of ability: Best person for the job Colour of passport does not matter when it comes to rewards, promotion and development Figure 3-1: Geocentric staffing requirements Regiocentric Reflects a regional strategy and structure Regional autonomy in decision making Staff move within the designated region,
