a. Do you agree or disagree that some international assignments requ.pdf

•

0 j'aime•2 vues

a. Do you agree or disagree that some international assignments require special compensation? Please explain. b. How does recruiting for international assignments differ from that of domestic assignments? c. How does the scope of a firm\'s international operations affect its human resources policies? Solution a. Yes i agree that some international assignments requires special compensation, For example some special persons are to be hired for some special assignments like an expert whom we have to pay salary which may be much above the salary of a normal person. It also requires special attention in sening a domestic employee or manager to an overseas assignment for any number of period for which they are paid much more. b. The recruitment is a process of gathering informations in deciding who should be hired for the decided posts. Recruitment process differs for international assignments and domestic assignments. 1) In International assignment the person should be able to move anywhere and work in all shift i.e. day and night which is not a necessary requiremnet for domestic recruitment. 2)In International assignment the person should be able to communicate in different languages which is also not a necessary requirement for domestic recruitment. 3) The constraints imposed by host governments which can limit the ability to hire the right candidate. 4) Recruiting staff for international assignments and sending them there is a key issue for the international HR managers. c. The firm`s international operations affect its human resources policies as development of human resources depends upon the extent of the firm`s international operations. Certain HR practices directly affects the firms performances..

Formation

Contenu connexe

Similaire à a. Do you agree or disagree that some international assignments requ.pdf

MGMK 4710 INTERNATIONAL BUSINESS Chapter 20. INTERNATIONAL Human Resource MANAGEMENT I. INTRODUCTION Human resource management (HRM) refers to the activities that a company takes to staff its organization. International human resource management is more complex and poses challenges to MNEs because of environmental differences among countries. This chapter discusses various aspects of human resource management as they apply to MNEs’ managers.II. STAFFING FRAMEWORKS https://www.youtube.com/watch?v=BjSX3FVAkgw There is a powerful relationship between HRM processes, management productivity, and firm performance. Thus, an effective HRM can be a source of competitive advantage. The function of HRM is to hire the right person in the right job in the right place for the right salary. International HRM involves hiring the right person who can be either a local (from the host country) or an expatriate (from the home country or a third country). The decision of the country of origin of managers will depend on the staffing policy (or framework) adopted. MNEs can adopt either the ethnocentric policy, the polycentric policy, or the geocentric policy. A. Ethnocentric policy: An ethnocentric policy is a staffing framework adopted by MNEs that fill management positions with home-country nationals. This policy has advantages and disadvantages: 1. Advantages: MNEs use the ethnocentric policy: - To maintain command and control consistent with headquarters’ policy - To fill local talent shortcomings by transferring best practices from headquarters - If the MNE has adopted the home replication strategy - Safeguard intellectual property in joint ventures - Counteract high turnover among local employees - Help managers develop a global outlook. 2. Disadvantages: Filling key management position with home-country nationals can: - Lead the company to adopt a narrow perspective in foreign markets - Limit MNEs’ exposure to different and possibly better ways of doing things - Leave local managers and workers unmotivated and demoralized. B. Polycentric policy: A polycentric policy is a staffing framework adopted by MNEs that fill management positions with host-country nationals (locals). This policy has advantages and disadvantages: 1. Advantages: MNEs use the polycentric policy: - To control costs (compared to sending someone to work abroad) - To better deal with host-country nationalism and be seen as better citizen - To develop local management talent and therefore boost employee morale - If the MNE has adopted the multidomestic strategy - Benefit from host-country nationals’ understanding of local stakeholders and environments 2. Disadvantages: Drawbacks of the polycentric policy include: - Potential disengagement of local staff from the parent company - Problems of accountability and allegiance to parent company - Development of gaps between headquarters and local operations C. Geocentric policy: A geocentric ...

MGMK 4710INTERNATIONAL BUSINESSChapter 20. INTERNATIONAL Human R

DioneWang844

1.)Why might international assignments be important to participating employees? 2.) Which challenges prove most difficult in training expatriate managers? 3.) What are the characteristics of successful global virtual teams? Solution Individuals pursuing international assignments are making an important step in their career development and the opportunity to live an enriched life that comes from experiencing a different culture. As companies seek to expand their global capabilities and cultivate leaders to run their multinational operations, providing field experiences that enable the acquisition of new knowledge, skills, languages meets the individual need for more global experiences and helps to achieve competitiveness and growth goals. international assignments be important to participating employees There are few theoretical means of clarification or concepts regarding the motives for international transfers. At first sight, the study by Edström and Galbraith (1977) is the only one that theoretically explains why international transfer of managers occurs. They propose three general company motives for making this type of transfer. The first was to fill positions, which concerns the transfer of technical and managerial knowledge. This motive is quite important for developing countries, where qualified local nationals might not be available, but specific knowledge transfer might be necessary to subsidiaries in developed countries as well. Expatriates can be seen as the key bearers of tacit knowledge. The second major motive is management development. The transfer gives the manager international experience and develops him/her for future important tasks in subsidiaries abroad or with the parent company. This kind of transfer would be carried out even if qualified host-country nationals were available. For the third motive for international transfers, the final goal is not individual development but organization development. This motive consists of two elements: socialization of both expatriate and local managers into the corporate culture and the creation of a verbal information network that provides links between subsidiaries and HQ. Challenges in training Expatriate Managers & global virtual teams : • Deployment. Getting the right skills to where they are needed in the organization regardless of geographical location. • Knowledge and innovation dissemination. Spreading state-of-the art knowledge and practices throughout the organization regardless of where they originate. • Identifying and developing talent on a global basis. Identifying who has the ability to function effectively in a global organization and developing these abilities 2 Dealing with such challenges means that most employers have had to develop HR policies and procedures just for handling global assignments. From a practical point of view, one has to address issues such as: 3 1. Candidate identification, assessment, and selection. In addition to the required technical and b.

1.)Why might international assignments be important to participating.pdf

aristogifts99

International HRM by Caleb Joshua, MSW(HR), Bishop Heber College, Trichy.

Caleb Joshua

international human resource management

subhadeep23

Family Matter Expat to Local Hire

Ryan Metz

Running head: MULTINATIONAL COMPANIES AND INTERNATIONAL CULTURES 8 Discussion 8: Multinational Companies and International Cultures Student’s Name Course Instructor’s Name Institutional Affiliation Date Submitted Multinational Companies: Host Country Employees versus Parent County Employees Management of International companies encounters many challenges above those faced by domestic organizations. The geographic separation and the absence of close, daily relationships with the headquarters represent major management challenge to the multinationals. It is, therefore, essential to give special attention to the staffing practices of the overseas units. (Ronen, 1988). According to Ronen (Ronen, 1988) a multinational company can be staffed with employees of three different sources. First, it can send expatriates, the employees from its native country. The company can also recruit the host country nationals, and finally, it can choose to recruit third country nationals who are from other countries other than the host or the home country. Although most multinationals end use a mix-up of the employees, the target ratio of the internal to the external recruits elicits hot debate. This paper investigates the advantages or disadvantages of hiring the natives of the horst country against sending the present company employees. The advantages of hiring the locals to hiring foreign expatriates (Polycentric Staffing Policy) The advantages of this approach include: i. The language barriers and other adjustment problems that faces foreign expatriates are eliminated. Thus, recruits from the home country natives may lead to higher productivity. ii. The employment of the home country natives is generally less expensive compared to sending expatriates to the host country. Expenses such as visas are done away with. iii. The host country nationals possibly have better understanding of the local rules and laws. The foreign expatriates may need to familiarize themselves with the laws before they can work in the host country. iv. The tensions that often arise between the locals and foreign "watchdogs" sent from the headquarters are eliminated. v. This strategy also enhances the career and moral opportunities of the local staff. The disadvantages of hiring the locals to hiring foreign expatriates (Polycentric Staffing Policy) The disadvantages of hiring the home country natives include: i. There is often difficulties in realizing an effective communication between the host country native managers at the subsidiary levels and the home country managers at the corporate headquarters. ii. The host-country managers may not as well understand the business objectives without proper training before they are employed. iii. The host-county managers may lack international experience which is a liability in the increasingly competitive business environment. iv. A rift between the native country managers and the managers at the corporate headquarters can ari ...

Running head MULTINATIONAL COMPANIES AND INTERNATIONAL CULTURES .docx

toltonkendal

Week 6 - Instructor Guidance BUS 692 Week Six Guidance Dr. Marvee L. Marr International HRM A Quick Case to get the subject rolling…. ECONOMIC PERSPECTIVES: Expatriates in Qatar. Qatar is one of the richest countries of the world due to its oil and gas revenues. All Qatari citizens receive first –class government provided health, education, and other social benefits. Due to Qatar’s incredible growth Qatari citizens account for only 15% of the workforce. They complain that foreigners are crowding them out. Questions: 1.Why are Qatari citizens complaining about receiving a lot of material benefits without needing to work? 2. What are some possible solutions that Qatar’s government can implement to provide more career opportunities for its citizens? I. Introduction. TheInternet has helped “flatten” the world of work throughout the globe. Today there is a world market for labor and human resources in many ways. Companies in the U.S. are more likely to have at least some operations in other countries. Technology has made it much easier for US companies to conduct business in other countries. II. Global Strategic HRM. The conduct of HRM differs throughout the world. Many of these differences are related to cultural factors, while other differences derive from regulations.  Statistical Overview. One way to gain an understanding of strategic HRM on a global scale is the examine recent statistical analyses: the percentage of female participation in the workforce, the type of work people do throughout the world, the ability of foreign-born individuals to work in a given country, self-employment, part-time vs. full-time employment, and unemployment rates are some of the statistics to watch. Global HR statistics provide helpful information about establishing and running operations in various countries.  Cultural Issues and Differences. Considerable cultural differences around the world have a profound impact upon the practices of international HRM (Hofstede’s Cultural Dimensions, 2012) :  Power Distance. In countries with more egalitarian cultures efforts may be made to eliminate overt workplace hierarchical differences. In such countries workplace employee committees or other mechanisms that give employees direct input into the management of the organization are common. In high power distance countries more centralized, hierarchical, even autocratic decision-making structures are common.  Uncertainty Avoidance. High uncertainty avoidance cultures prefer clear rules procedures and structures. They value orderliness and predictability. Countries with low uncertainty avoidance have more “hang loose” attitude towards things.  Individualism vs. Collectivism. In highly individualistic cultures employees tend to be evaluated and rewarded in great measure for their individual achievements and performances. Society places a high value upo.

Week 6 - Instructor GuidanceBUS 692Week Six Guidance .docx

melbruce90096

recruitment.pptx

Collectionmisc

recruitment

Collectionmisc

recruitment-G2 gyg.pptx

Collectionmisc

Global Recruitment n Selection (1).pptx

ruchisingh462615

1)What are the advantages and disadvantages for MNEs to provide post-assignment guarantees of employment to their expatriates? 2)How can MNEs recoup their investment in human capital through the process of knowledge and competence transfer upon expatriates Solution 1)What are the advantages and disadvantages for MNEs to provide post-assignment guarantees of employment to their expatriates? Advantages:- 1.Multinational Enterprises (MNEs) are continuously looking for the ideal \" globally astute expatriate. \" 2.Women as well as men are being sought out for these positions. 3.Maintaining contact with the expatriate throughout the assignment. 4.Ensuring expatriates are kept up to date with developments in the home country. 5.Ensuring expatriates are retained in existing management development programs 6.Assisting expatriates with the repatriation process, including helping them with a repatriation position Disadvantages:- 1.MNEs usually pay local workers a lower salary rate. 2.No post-assignment guarantee of employment. 3.Period overseas causes loss of visibility. 4.Changes in the home workplace that affect re-entry positions and the employment relationship. 5.Coping with new role demands is another factor in readjustment, along with loss of status and pay. 2)How can MNEs recoup their investment in human capital through the process of knowledge and competence transfer upon expatriates .

1)What are the advantages and disadvantages for MNEs to provide post-a.docx

deant5

Chap009

Varalakshmi Sethepalli

Ghrm imp notes

Varalakshmi Sethepalli

Ppt ch 15 hrm

asmadiare

Thinking about hiring internationally? The recruitment market is now a global one, yet some companies are still reluctant to hire internationally. By not doing so, recruiters and business owners alike are limiting their potential growth as a brand and business. Adapting to changes: ent years, and you can’t afford to be left behind with a redundant hiring policy. Remote work and work from home are the new normal now, so smart HR professionals are looking into all the possibilities these changes bring.

How can companies benefit from international recruitment converted

waysandworksconsulti

The challenge of reintegrating expatriate talent

jamiepage

China recruitment challenges chinese executive search headhunter head hunter ...

Mark Thibodeau

MANAGING A GLOBAL WORKFORCE.pptx

CbaJrmsuKatipunan

Running Head: INTERNATIONAL ASSIGNMENTS 1 INTERNATIONAL ASSIGNMENTS 8 Assignment 2: International Assignments Julie Schoman Bus 325 03/01/2015 Components of pre-departure training It is known that the essential components of pr-departure training which contribute to efficient and effective transition to a foreign location is inclusive of; cultural awareness and training program, day to day matters, language instructions and assistance and preliminary visits (Chruden & Sherman, 2006). Cultural Awareness The expatriate employee in order to be effective must be connected to the host country and not feel isolated. A proper cultural awareness program is very important since it will help the employee to embrace the host country’s culture and be able to behave accordingly. The components of cultural awareness training usually vary according to duration of stay, purpose of transfer, and the individual providing the transfer (Chruden & Sherman, 2006). As part of the training there are five categories of this training which includes; environmental training and orientation, sensitivity training, field experience, language training and cultural assimilators. There is a contingency framework that can be able to assist in determination of the extent of training (Chruden & Sherman, 2006). Day to day matters The expatriate employee in order to be able to carry out the duties that are designated to them, one is supposed to be trained on day to day matters that they have to go through as they fulfill their duties abroad. They have to be trained on how to move around the job area and the city, basic rules of going about the different places and areas are also vital for any expatriate (Chruden & Sherman, 2006). Language instructions In order to be able to go about daily routine and life in a foreign country, the expatriate employee has to learn basic language such as greetings, requests and various forms of courtesies that will enable one to work with others, both natives and fellow expatriates (Daly, 2005). The language instructions are taught prior to teaching of cultural matters so that the expatriates can be able to attach meaning to culture and language Preliminary visit It is important that expatriate gets a reconnaissance of the area that they are going to work in. This is important so that they can be able to familiarize with the environment and the people. It will not be easy for expatriate employee to get straight to the foreign country and get directly to carry out the duties without knowing the environment fast (Daly, 2005). Criteria for assessing performance The three most common criteria that are used to determine the expatriate success are; how they complete the foreign assignment, how they are able to adjust to cross cultural issues while they are out on the assignment and lastly the performance on the foreign assignment. It is important that the expatriate is able to complete the assignment within the time that they have been alloc.

Running Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docx

charisellington63520

Similaire à a. Do you agree or disagree that some international assignments requ.pdf (20)

MGMK 4710INTERNATIONAL BUSINESSChapter 20. INTERNATIONAL Human R

1.)Why might international assignments be important to participating.pdf

International HRM by Caleb Joshua, MSW(HR), Bishop Heber College, Trichy.

international human resource management

Family Matter Expat to Local Hire

Running head MULTINATIONAL COMPANIES AND INTERNATIONAL CULTURES .docx

Week 6 - Instructor GuidanceBUS 692Week Six Guidance .docx

recruitment.pptx

recruitment

recruitment-G2 gyg.pptx

Global Recruitment n Selection (1).pptx

1)What are the advantages and disadvantages for MNEs to provide post-a.docx

Chap009

Ghrm imp notes

Ppt ch 15 hrm

How can companies benefit from international recruitment converted

The challenge of reintegrating expatriate talent

China recruitment challenges chinese executive search headhunter head hunter ...

MANAGING A GLOBAL WORKFORCE.pptx

Running Head INTERNATIONAL ASSIGNMENTS1INTERNATIONAL ASSI.docx

Plus de aimarenterprises

A. Given the following information about the increase in revenue for.pdf

aimarenterprises

a. primary data b. explanatory data c. secondary data d. pilot data e. preliminary data Solution 1) Primary data is a type of information that is obtained directly from first-hand sources by means of surveys, observation or experimentation. It is data that has not been previously published and is derived from a new or original research study and collected at the source such as in marketing. 2)Instatistics,exploratory data analysis (EDA)is an approach toanalyzingdata setsto summarize their main characteristics, often with visual methods. Astatistical modelcan be used or not, but primarily EDA is for seeing what the data can tell us beyond the formal modeling or hypothesis testing task. Exploratory data analysis was promoted byJohn Tukeyto encourage statisticians to explore the data, and possibly formulate hypotheses that could lead to new data collection and experiments 3) Secondary data is all the information collected for purposes other than the completion of a research project and it.

a. primary datab. explanatory datac. secondary datad. pilot da.pdf

aimarenterprises

A. the interval includes zero. B. the interval does NOT include ze.pdf

aimarenterprises

a. Suppose Z is Normally distributed (0,1). What value of z makes t.pdf

aimarenterprises

A. Strong trend that indicates business growth. B. A lack of an adequate number of data observations. C. Significant unexplained business cycles. D. Residuals with all positive signs.What is the typical cause of positive serial correlation in business data? Solution D. Residuals with all positive signs. Serial correlation occurs in time-series studies when the errors associated with a given time period carry over into future time periods..

A. Strong trend that indicates business growth. B. A lack of an ad.pdf

aimarenterprises

a. Operationalizationb. Data entryc. Editingd. Measuremente..pdf

aimarenterprises

A. No since the D-W statistics is below 2.5. B. No since the VIFs are below 2.5. C. Yes since the F value is very high at 745.9. D. No since the constant term is significant. E. Yes since the DW statistic is below the lower table value for this model.Does the best regression model have significant multicollinearity? Solution Option B If the VIF is equal to 1 there is no multicollinearity, but if the VIF is greater than 1, the independent variables may be moderately correlated. A VIF between 1 to 2.5 represents moderately correlated or insignificantly correlated. A VIF between 5 and 10 indicates high correlation (multicollinearity)..

A. No since the D-W statistics is below 2.5. B. No since the VIFs .pdf

aimarenterprises

A. have become more pronounced than in previous periods. B. have become more frequent than in previous periods. C. have become less severe than in previous periods. D. have not changed in severity or length in spite of government actions.Due to monetary policy and fiscal policy intervention by the Federal Government since the 1950s business cycles Solution Option C: have become less severe than in previous periods. Recessions in the United States have become noticeably less frequent and severe since 1950s. There were three recessions between 1973 and 1982, but, then the 1982 trough was followed by eight years of uninterrupted expansion. The 1980 recession lasted just six months, while the 1981 recession lasted sixteen months..

A. have become more pronounced than in previous periods. B. have b.pdf

aimarenterprises

a. Explain the evolution of corporate governance. What problems developed? What are the current trends? b. What are the major criticisms of boards of directors? Which single criticism do you find to be the most important? Why? Solution a. Evolution of corporate governance Ever since the concept of corporate entity was recognized, corporate governance in various manifestations has been in existence. b. Major criticisms of boards of directors The major criticisms of board of directors are as follows, Lack Of Diversity Boards of directors have long been criticized for having low numbers of female directors, especially when their constituencies have large numbers of women. In 2012, ConocoPhillips and Facebook were two public companies that added a woman after criticism for solely having white males on their boards. Companies with board diversity have proven to be better performers than companies without board diversity. As a board director, you can support diversity by sourcing and mentoring female and minority professionals who can make valuable contributions to your organization\'s work. Lack Of Expertise Board directors who are not qualified to make decisions related to their roles are criticized once the company goes in a detrimental direction. In 2013, JPMorgan lost two longtime directors because of decisions they made as members of the board\'s risk committee, despite not having backgrounds in risk management. As a board director, be confident in the contributions you make to the board and the company. Work in committees in which you have qualified perspective instead of using board committees as a training ground to acquire new skills. Non-profit Board Weak fundraising, short-sighted strategy and misunderstanding their roles are major criticisms of non-profit boards of directors. They have been chastised for not being stronger fundraisers and being reactive at resolving operational issues instead of creating a long-term strategy for meeting the mission of the non-profit. These relate to not fully understanding the role of a board director versus non-profit executive director and staff roles. You can mitigate these issues by understanding your job description as a non-profit board director, remaining up-to-date on industry and organization trends for educated strategy development and committing to fundraising as well as encouraging your colleagues to do the same. Among these the most important criticism is Lack of expertise because it hampers the company as a whole..

a. Explain the evolution of corporate governance. What problems deve.pdf

aimarenterprises

A. Describe an organization\'s various stakeholders and their different interests (3 principal types and the stakeholders under each type) B. Under what condition can the firm most easily satisfy all stakeholders? C. If the firm cannot satisfy all stakeholders, which ones must it satisfy in order to survive? Solution A stakeholder of a company is an individual or/ and a group who may affect or be affected by the actions of a business. The concept was first introduced in 1963 memorandum in the Stanford Research Institute. It defined the stakeholders as \"those groups minus whose support the organization will cease to exist. \" In the latter decades of the 20th century, the word \"stakeholder\" is commonly used to refer to a person or group that has a legitimate interest in a project or in an entity. In talking about the decision-making process for institutions.

A. Describe an organizations various stakeholders and their differ.pdf

aimarenterprises

A. Characterized by a family of distibution, where each distibution .pdf

aimarenterprises

a. An economy is initially at the natural level of output. There is .pdf

aimarenterprises

a. All internal auditors need at least a baseline level of IT audit-related expertise. 1. Identify six specific IT-related competencies (that is, knowledge and skills) that all entry-level internal auditors should possess. 2. Discuss how a college student can begin to develop the knowledge and skills identified in number 1. above. b. Must all internal auditors have the level of IT audit-related expertise expected of an IT auditor? Explain. Solution a) 1) Six specific IT-related competencies are as follows: Security adminstration Access controls at net work Operating system Database and Application levels 2) They will get to knowon their engagement to internal audit. b) Yes, the internal auditors must have IT audit-related expertise for proper adminstration..

a. All internal auditors need at least a baseline level of IT audit-.pdf

aimarenterprises

a. 2 b. 8.03 c. 8.24 d. 8.33 e. 8.42 f. 20 Find the Effect.pdf

aimarenterprises

a. 0.431b. 2.154c. 4.512d. 6.512e. 17.408I understand that.pdf

aimarenterprises

A) What is the probability that A occursB)What is the probability.pdf

aimarenterprises

a)Write a brief summary ofAl-Kashicontributions in Algebra and Trigonometry.(2 lines) a)Write a brief summary ofAl-Kashicontributions in Algebra and Trigonometry.(2 lines) a)Write a brief summary ofAl-Kashicontributions in Algebra and Trigonometry.(2 lines) Solution al-Kashi was the first to provide an explicit statement of the law of cosines in a form suitable for triangulation. In 1424 CE al-Kashi finished his most famous work, the Risala al-muhitiyya (Treatise on the Circumference). In it he calculated pi, (the ratio of a circle.

a)Write a brief summary ofAl-Kashicontributions in Algebra and T.pdf

aimarenterprises

a) What is the degree of vertex Q b) What is the degree o.pdf

aimarenterprises

Plus de aimarenterprises (18)