1. Chapter 16
Managing Human Resources
in an International Context
McGraw-Hill/Irwin Copyright Š 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
2. 16-2
Learning Objectives
⢠LO1 Discuss the importance of creating a company âglobal
mind-set.â
⢠LO2 Explain the relationship between competitive strategies
(international, multidomestic, global, and transnational) and
international human resource management approaches
(ethnocentric, polycentric, regiocentric, and global).
⢠LO3 Compare home-country, host-country, and third-country
nationals as international company executives.
⢠LO4 Explain what an expatriate is, and identify some of the
challenges and opportunities of an expat position.
⢠LO5 Discuss the increasing importance of accommodating the
trailing spouse of an expatriate executive.
⢠LO6 Identify some of the complications of compensation
packages for expatriate executives
⢠LO1 Discuss the importance of creating a company âglobal
mind-set.â
⢠LO2 Explain the relationship between competitive strategies
(international, multidomestic, global, and transnational) and
international human resource management approaches
(ethnocentric, polycentric, regiocentric, and global).
⢠LO3 Compare home-country, host-country, and third-country
nationals as international company executives.
⢠LO4 Explain what an expatriate is, and identify some of the
challenges and opportunities of an expat position.
⢠LO5 Discuss the increasing importance of accommodating the
trailing spouse of an expatriate executive.
⢠LO6 Identify some of the complications of compensation
packages for expatriate executives
3. 16-3
The Global Mind-set
â˘A prerequisite for global industry
dominance
â˘Global Mind-set:
â âCombines an openness to and an awareness of
diversity across markets and cultures with a
propensity and ability to synthesize across this
diversityâ
4. 16-4
The International Human Resource
Management (IHRM) Approach
⢠Competitive strategy
should drive the
firmâs approach to
IHRM
⢠IHRM approaches: b
â Ethnocentric
â Polycentric
â Regiocentric
â Geocentric
⢠Competitive strategy
should drive the
firmâs approach to
IHRM
⢠IHRM approaches: b
â Ethnocentric
â Polycentric
â Regiocentric
â Geocentric
⢠IHRM Employee
Classifications:
1.Home Country
National or Parent
Country National
(PCN)
2.Host Country
National (HCN)
3.Third-country
National (TCN)
⢠IHRM Employee
Classifications:
1.Home Country
National or Parent
Country National
(PCN)
2.Host Country
National (HCN)
3.Third-country
National (TCN)
5. 16-5
Recruitment and Selection of Employees
⢠Ethnocentric
Staffing Policy
â ârelated to hiring and
promoting employees on the
basis of the parent companyâs
home-country frame of
referenceâ
⢠Polycentric Staffing
Policy
â ârelated to hiring and
promoting employees on the
basis of the specific local
context in which the
subsidiary operatesâ
⢠Ethnocentric
Staffing Policy
â ârelated to hiring and
promoting employees on the
basis of the parent companyâs
home-country frame of
referenceâ
⢠Polycentric Staffing
Policy
â ârelated to hiring and
promoting employees on the
basis of the specific local
context in which the
subsidiary operatesâ
⢠Regiocentric Staffing
Policy
â ârelated to hiring and
promoting employees on the
basis of the specific regional
context in which the
subsidiary operatesâ
⢠Geocentric Staffing
Policy
â ârelated to hiring and
promoting employees on the
basis of ability and expertise
without considering race or
citizenshipâ
⢠Regiocentric Staffing
Policy
â ârelated to hiring and
promoting employees on the
basis of the specific regional
context in which the
subsidiary operatesâ
⢠Geocentric Staffing
Policy
â ârelated to hiring and
promoting employees on the
basis of ability and expertise
without considering race or
citizenshipâ
6. 16-6
Recruitment and Selection of Employees
⢠Ethnocentric
Staffing Policy
â International
Strategic Orientation
â Decisions made at
headquarters with home
country frame of reference
â Use Parent Country
Nationals (PCNs) in key
expatriate foreign
management & technical
positions
⢠Ethnocentric
Staffing Policy
â International
Strategic Orientation
â Decisions made at
headquarters with home
country frame of reference
â Use Parent Country
Nationals (PCNs) in key
expatriate foreign
management & technical
positions
⢠Issues:
â Expatriates have
difficulty with cultural
bias toward host country
â Specialized teams need to
be sent to deal with
specific problems
⢠Prepares Managers for
higher level positions at
headquarters
⢠Issues:
â Expatriates have
difficulty with cultural
bias toward host country
â Specialized teams need to
be sent to deal with
specific problems
⢠Prepares Managers for
higher level positions at
headquarters
7. 16-7
Recruitment and Selection of Employees
⢠Polycentric Staffing
Policy
â Multidomestic
Strategic Orientation
â HR policies created at
local level for local
operations context
â Some governments
demand employment at
all levels to reflect racial
composition of the society
⢠Polycentric Staffing
Policy
â Multidomestic
Strategic Orientation
â HR policies created at
local level for local
operations context
â Some governments
demand employment at
all levels to reflect racial
composition of the society
⢠Issues:
â Familiarity with local
customs, culture and
language
â Hiring costs lower
â Training costs may be
high
â Unfamiliar with IC home
country and corporate
culture, policies and
culture
â Best people may be
pirated by other firms
⢠Issues:
â Familiarity with local
customs, culture and
language
â Hiring costs lower
â Training costs may be
high
â Unfamiliar with IC home
country and corporate
culture, policies and
culture
â Best people may be
pirated by other firms
8. 16-8
Recruitment and Selection of Employees
⢠Regiocentric Staffing
Policy
â Regional Strategic
Orientation
â Regional employees
selected for key
positions from HCNs
and TCNs
⢠Regiocentric Staffing
Policy
â Regional Strategic
Orientation
â Regional employees
selected for key
positions from HCNs
and TCNs
⢠Issues:
â Problems of using
home or host country
nationals can be
avoided
â An executive
adapting to one
language and culture
can adapt to another
more easily
â Potential cost savings
⢠Issues:
â Problems of using
home or host country
nationals can be
avoided
â An executive
adapting to one
language and culture
can adapt to another
more easily
â Potential cost savings
9. 16-9
Recruitment and Selection of Employees
⢠Geocentric Staffing
Policy
â Transnational
Strategic Orientation
â Find the best person
for the job regardless
of national origin
â Capitalize on
advantages of each
staffing policy
⢠Geocentric Staffing
Policy
â Transnational
Strategic Orientation
â Find the best person
for the job regardless
of national origin
â Capitalize on
advantages of each
staffing policy
⢠Issues:
â HRM strategy must
be consistent across
all subsidiaries
â HRM borrows best
practices from
wherever found
â HRM does not show
any preferences to
HQ practices
⢠Issues:
â HRM strategy must
be consistent across
all subsidiaries
â HRM borrows best
practices from
wherever found
â HRM does not show
any preferences to
HQ practices
10. 16-10
Expatriates
⢠Expatriate
â âa person living outside
his/her country of
citizenshipâ
⢠Inpatriates
â âEmployees hired in the
host countryâ
⢠Flexpatriates
â âhome or third-country
employees on short term
assignmentsâ
⢠Expatriate
â âa person living outside
his/her country of
citizenshipâ
⢠Inpatriates
â âEmployees hired in the
host countryâ
⢠Flexpatriates
â âhome or third-country
employees on short term
assignmentsâ
⢠Why use
expatriates?
â Bring technical or
managerial skills that might
be scarce in host country
â Transfer and install
companywide
systems/cultures
â Trusted connection for
oversight and control of
foreign operations
â Develop skills/experiences
for promotion
⢠Why use
expatriates?
â Bring technical or
managerial skills that might
be scarce in host country
â Transfer and install
companywide
systems/cultures
â Trusted connection for
oversight and control of
foreign operations
â Develop skills/experiences
for promotion
11. 16-11
Culture Shock
⢠Culture Shock
â âanxiety people often
experience when they move
from a culture they are
familiar with to one that
is entirely differentâ
⢠Symptoms:
â Lack of direction from not
know how to do things in
new culture
â Emotional discomfort
â Disorientation or confusion
⢠Reverse Culture Shock
â Occurs when returning home
⢠Culture Shock
â âanxiety people often
experience when they move
from a culture they are
familiar with to one that
is entirely differentâ
⢠Symptoms:
â Lack of direction from not
know how to do things in
new culture
â Emotional discomfort
â Disorientation or confusion
⢠Reverse Culture Shock
â Occurs when returning home
⢠Three dimensions of
cross-cultural
adjustment:
1. Work Context
⢠job clarity, role conflict,
discretion in job
completion
1. Adjustment to General
Environment
⢠Differences in housing,
food, education, health,
safety, transportation
1. Interaction with Local
Nationals
⢠Differences with
behavioral norms,
communication patterns
⢠Three dimensions of
cross-cultural
adjustment:
1. Work Context
⢠job clarity, role conflict,
discretion in job
completion
1. Adjustment to General
Environment
⢠Differences in housing,
food, education, health,
safety, transportation
1. Interaction with Local
Nationals
⢠Differences with
behavioral norms,
communication patterns
12. 16-12
The Expatriateâs Family
⢠Facts:
â 90% expatriate failures
are family related
â 81% who decline give
family concerns as reason
â Unhappy spouses are a
major reason for early
return
â Expatriate failure
translates into a loss of a
âmillion-dollar corporate-
training investmentâ in
the executive
⢠Facts:
â 90% expatriate failures
are family related
â 81% who decline give
family concerns as reason
â Unhappy spouses are a
major reason for early
return
â Expatriate failure
translates into a loss of a
âmillion-dollar corporate-
training investmentâ in
the executive
⢠Trailing Spouses in
Two-Career Families are
a Challenge for ICs
â Offer help in adjustment
â Provide assistance with job
hunting in host country
â Identify career opportunities
â Provide cultural training
⢠Expatriate Children
May Suffer the Most
â Third Culture Kids (TCKs)
are multilingual and hold
several passports
⢠Trailing Spouses in
Two-Career Families are
a Challenge for ICs
â Offer help in adjustment
â Provide assistance with job
hunting in host country
â Identify career opportunities
â Provide cultural training
⢠Expatriate Children
May Suffer the Most
â Third Culture Kids (TCKs)
are multilingual and hold
several passports
13. 16-13
Preparation for the Transition:
Language Training
⢠English is worldâs lingua franca, common 2nd
language
⢠Expatriate and family need host country language
skill for effective adjustment
⢠Many foreign customers speak English but prefer
their language in negotiations
⢠Mandarin Chinese is the new âhotâ language
⢠English is worldâs lingua franca, common 2nd
language
⢠Expatriate and family need host country language
skill for effective adjustment
⢠Many foreign customers speak English but prefer
their language in negotiations
⢠Mandarin Chinese is the new âhotâ language
14. 16-14
Expatriate Services
⢠Health care programs ex
assist companies and
expatriates with:
â Claims administration
â Language translations
â Currency conversions
â Service standardization
â Websites for expat issues:
⢠http://www.expatexpert.com/
⢠http://www.branchor.com/
⢠Health care programs ex
assist companies and
expatriates with:
â Claims administration
â Language translations
â Currency conversions
â Service standardization
â Websites for expat issues:
⢠http://www.expatexpert.com/
⢠http://www.branchor.com/
⢠Other expatriate
services include
assistance with:
â banking services
â culture and language
training
â house hunting, utilities
hook-up, grocery and
hardware shopping
â long-distance care for
relatives
â schools
â clubs, organizations, and
memberships
⢠Other expatriate
services include
assistance with:
â banking services
â culture and language
training
â house hunting, utilities
hook-up, grocery and
hardware shopping
â long-distance care for
relatives
â schools
â clubs, organizations, and
memberships
15. 16-15
Repatriation â the Shock of
Returning Home
⢠Issues to Address:
â Reverse culture shock
â Autonomy abroad but restrictive work context at
home
â Headquarters' people and attitudes will change
â Returning expatriateâs skills and knowledge are
valuable but may be unappreciated
â Positions of responsibility similar to that of
expatriate position may not be available home
â Promotion or career expectations may not happen
â Family adjustment at home can be problematic
⢠Issues to Address:
â Reverse culture shock
â Autonomy abroad but restrictive work context at
home
â Headquarters' people and attitudes will change
â Returning expatriateâs skills and knowledge are
valuable but may be unappreciated
â Positions of responsibility similar to that of
expatriate position may not be available home
â Promotion or career expectations may not happen
â Family adjustment at home can be problematic
16. 16-16
Compensation
⢠Compensation &
Salary Trends:
â Paying HCNs the same
salaries as their domestic
counterparts â
⢠permits worldwide
consistency
⢠add allowances &
bonuses
â Trend to use âlocal termsâ
package equal to local
manager
â âEqual-pay-for-equal-
workâ concept with extra
payments to expats
⢠Compensation &
Salary Trends:
â Paying HCNs the same
salaries as their domestic
counterparts â
⢠permits worldwide
consistency
⢠add allowances &
bonuses
â Trend to use âlocal termsâ
package equal to local
manager
â âEqual-pay-for-equal-
workâ concept with extra
payments to expats
17. 16-17
Allowances
⢠Allowances
â âemployee compensation payments added to base
salaries because of higher expenses encountered
when living abroadâ
⢠Examples:
â Housing allowances
â Cost-of-living allowances
â Allowances for tax differentials
â Education allowances
â Moving and orientation allowances
⢠Allowances
â âemployee compensation payments added to base
salaries because of higher expenses encountered
when living abroadâ
⢠Examples:
â Housing allowances
â Cost-of-living allowances
â Allowances for tax differentials
â Education allowances
â Moving and orientation allowances
19. 16-19
Bonuses
⢠Bonuses
â âExpatriate employee
compensation payments in
addition to base salaries and
allowances, because of
hardship, inconvenience, or
dangerâ
⢠Examples:
â Overseas premium
â Contract termination
payment
â Home leave
⢠Bonuses
â âExpatriate employee
compensation payments in
addition to base salaries and
allowances, because of
hardship, inconvenience, or
dangerâ
⢠Examples:
â Overseas premium
â Contract termination
payment
â Home leave
20. 16-20
Compensation Packages Can Be Complicated
⢠Compensation Packages
â âfor expatriate employees, packages that incorporate many types of
payments or reimbursements and must take into consideration
exchange rates and inflationâ
⢠Issues:
â Expensive â can add 50+% to base salary
â What percentage?
⢠Allowances and percentage of base salary are usually paid in host
country currency
⢠Percentage is usually 65 to 75 % with the remainder banked where
employee directs
â What Exchange Rate?
⢠Firms must decide which exchange rate to use
⢠This is more difficult in countries with exchange controls and
nonconvertible currencies
⢠Compensation Packages
â âfor expatriate employees, packages that incorporate many types of
payments or reimbursements and must take into consideration
exchange rates and inflationâ
⢠Issues:
â Expensive â can add 50+% to base salary
â What percentage?
⢠Allowances and percentage of base salary are usually paid in host
country currency
⢠Percentage is usually 65 to 75 % with the remainder banked where
employee directs
â What Exchange Rate?
⢠Firms must decide which exchange rate to use
⢠This is more difficult in countries with exchange controls and
nonconvertible currencies
21. 16-21
Compensation of
Third-Country Nationals
⢠There is a trend toward applying the same
compensation plan to third country nationals as home
country expatriates
⢠Problems can arise in
â The calculation of the income tax differential when
an American expatriate is compared with an
expatriate from another country
â Home leave bonus
⢠There is a trend toward applying the same
compensation plan to third country nationals as home
country expatriates
⢠Problems can arise in
â The calculation of the income tax differential when
an American expatriate is compared with an
expatriate from another country
â Home leave bonus
22. 16-22
International Status
⢠International Status
â âEntitles expatriate
employee to all the
allowances and bonuses
applicable to the place of
residence and
employmentâ
⢠International Status
â âEntitles expatriate
employee to all the
allowances and bonuses
applicable to the place of
residence and
employmentâ
⢠Being from another country does
not always qualify for
international status
⢠Host-country employees can be
promoted to international status
without being sent abroad
⢠Rewards are used to retain
valuable employees
⢠International status means
receiving some or all available
allowances and bonuses
⢠Complexity of compensation
requires international personnel
management specialists or
consultants
⢠Being from another country does
not always qualify for
international status
⢠Host-country employees can be
promoted to international status
without being sent abroad
⢠Rewards are used to retain
valuable employees
⢠International status means
receiving some or all available
allowances and bonuses
⢠Complexity of compensation
requires international personnel
management specialists or
consultants
23. 16-23
Perks
⢠Cars, including driver
for high level executives
⢠Private pension plan
⢠Retirement payment
⢠Life insurance
⢠Health insurance
⢠Emergency evacuation
services (for medical or
other reason)
⢠Cars, including driver
for high level executives
⢠Private pension plan
⢠Retirement payment
⢠Life insurance
⢠Health insurance
⢠Emergency evacuation
services (for medical or
other reason)
⢠Kidnapping, ransom, &
extortion insurance
⢠Company housing
⢠Directorship of a foreign
subsidiary
⢠Seminar holiday travel
⢠Club memberships
⢠Kidnapping, ransom, &
extortion insurance
⢠Company housing
⢠Directorship of a foreign
subsidiary
⢠Seminar holiday travel
⢠Club memberships
24. 16-24
Whatâs Important to You?
⢠What elements of
compensation and
benefits are
important to you?
â Cost of living?
â Safety?
â Medical facilities?
â Housing?
â Schools?
â Restaurants?
â Sports facilities?
â Shopping?
â Theatre & entertainment?
â Number of vacation days?
⢠What elements of
compensation and
benefits are
important to you?
â Cost of living?
â Safety?
â Medical facilities?
â Housing?
â Schools?
â Restaurants?
â Sports facilities?
â Shopping?
â Theatre & entertainment?
â Number of vacation days?
⢠Where to locate the
business?
â Local business environment?
â Office rents?
â Cost of living?
â Labor?
â Advanced financial sectors?
â Reliable legal system?
â Political stability?
â Emerging country?
â Developed country?
⢠Where to locate the
business?
â Local business environment?
â Office rents?
â Cost of living?
â Labor?
â Advanced financial sectors?
â Reliable legal system?
â Political stability?
â Emerging country?
â Developed country?
25. 16-25
GLOBAL gauntlet
Are Women Appropriate
for International
Assignments?
⢠Myth 1: Women do not want to be
international managers.
⢠Myth 2: Companies refuse to send
women abroad.
⢠Myth 3: Foreign prejudice against
women renders them ineffective.
⢠Adler: â70% of ICs researched were
hesitant to select women for
expatriate assignments.â
Are Women Appropriate
for International
Assignments?
⢠Myth 1: Women do not want to be
international managers.
⢠Myth 2: Companies refuse to send
women abroad.
⢠Myth 3: Foreign prejudice against
women renders them ineffective.
⢠Adler: â70% of ICs researched were
hesitant to select women for
expatriate assignments.â
⢠Why are firms reluctant
to send women abroad?
⢠Are the reasons given
valid today?
⢠Should ICs recruit more
women for international
assignments?
⢠When might a woman be
a stronger choice? A
weaker choice?
⢠Why are firms reluctant
to send women abroad?
⢠Are the reasons given
valid today?
⢠Should ICs recruit more
women for international
assignments?
⢠When might a woman be
a stronger choice? A
weaker choice?