TAILIEUCHUNG - Lecture Global business today (6e): Chapter 16 - Charles W.L. Hill

After studying this chapter you will be able to understand: Explain why it might make sense to vary the attributes of a product from country to country, recognize why and how a firm's distribution strategy might vary among countries, identify why and how advertising and promotional strategies might vary among countries. | Global Business Today 6e by Charles . Hill McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 16 Global Human Resource Management Introduction Question: What is human resource management? Human resource management (HRM) refers to the activities an organization carries out to utilize its human resources effectively HRM activities include determining human resource strategy staffing performance evaluation management development compensation labor relations Introduction HRM is more complex in an international business because of differences between countries in labor markets, culture, legal systems, economic systems, and so on International HRM also deals with issues related to expatriate managers (citizens of one country working abroad) including when to use expatriates who to send on expatriate posting how expatriates should be compensated how to handle the repatriation of expatriates The Strategic Role of International HRM Question: Why is international HRM important to the success of the firm? Strategy is implemented through organization People are the linchpin to the firm’s organization architecture So, success in international business requires that HRM policies be congruent with the firm’s strategy Staffing Policy Staffing policy is concerned with the selection of employees for a particular job There are three types of staffing policies the ethnocentric approach the polycentric approach the geocentric approach Staffing Policy Firms that use expatriates must consider the problem of expatriate failure (the premature return of an expatriate manager to his home country) . firms have higher expatriate failure rates than either European or Japanese firms Mendenhall and Oddou identified four dimensions that predict expatriate success self-orientation others-orientation perceptual ability cultural toughness Training and Management Development To reduce expatriate failure, firms should provide 1. Cultural training

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