国际商务_International Business_chapter_18_p1
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Globe
International Business: Strategy, Management, and the New Realities
5
Companies • Genting Highland • Siemens • Intel • Wal-Mart • J&J
Some Numbers
Total Employees • 36,000 in 4 countries • 460,000 in 190 countries • 80,000 in 6 countries • 2,100, 000 • 116,000 in 250 business
(TCNs)
International Business: Strategy, Management, and the New Realities
11
How Complex Is It?
Domestic vs IHRM
1. New HR responsibilities.
International taxation, international relocation and orientation, administrative services for expatriates, host government relations, and language translation services.
2. Key tasks in international human resource management
1. International staffing policy 2. Preparation and training of personnel 3. International performance appraisal 4. Compensation of personnel 5. International labor relations 6. Diversity in the international workforce
International Business: Strategy, Management, and the New Realities
8
“Strategic” IHRM
• Why Strategic?
advisor, strategic partner to CEO, together influence mission, vision and strategic objectives of the company
•
Exporting (w12)
•
FDI (Done by Prof Mike)
•
Alliances (w14)
•
Global Sourcing (w14)
Part 5 Functions
•
Marketing (w13)
•
HRM (w11)
•
Financial Management (Done by Prof Mike)
•
Emerging Market
•
International Monetary & Finance
MACRO
Part 3 Strategy
•
Global Strategy (w09)
•
Global Market Opportunity Assessment (w10)
Part 4 Entering and Operating in International Market
3
Internationalized Companies with
operations worldwide
International Business: Strategy, Management, and the New Realities
4
Employees Are Everywhere in the
2. The need for a broader, international perspective in compensation policy.
Fair & compassionate
3. Greater involvement in the employees’ personal lives.
• International HRM covers:
planning, selection, training, employment, and evaluation of employees for international operations.
• HR as competitive advantage?
MICRO
International Business: Strategy, Management, and the New Realities
2
What in common?
International Business: Strategy, Management, and the New Realities
How a firm recruits, trains, and places skilled personnel in its worldwide value chains sets it apart from competition i.e 3M, Nokia, Apple, SONY etc
Chapter 18
Human Resource Management (HRM) in the Global Firm
International Business: Strategy, Management, and the New Realities
1
Recapture
Part 1 Foundation
2. Training and developing employees.
3. Performance appraisal; involves providing feedback necessary for the employee’s professional development.
4. Compensation or remuneration of employees including formulation of benefit packages that vary greatly from country to country.
International Business: Strategy, Management, and the New Realities
9
Types of Employees
• Country of origin
Host-country nationals (HCNs): Subsidiaries or Local Parent-country nationals (PCNs): HQ Third-country nationals (TCNs): other than above
5. Greater risk exposure.
Failure of assignment, political risk and terrorism
6. External influences of the government and national culture.
Influence of the government and national culture.
13
(cont.)
4. Managing the mix of expatriates versus locals.
Factors: international experience of the firm, cost-of-living in the foreign location, and availability of qualified local staff.
• Diverse
Religion Value & Beliefs Strengths
• Legal (Employment Act, 1955) • Gender Biasness • Work Life Effectiveness • Workforce structure – young & ageing
in China on assignment
(PCNs)
A France Airbus may employ German citizens
in its subsidiary in Germany (HCNs)
Hire Australian employees for assignment to its subsidiary in Russia
• Role
Expatriate: Assigned to work in other than citizenship country
International Business: Strategy, Management, and the New Realities
10
May send France citizens to work
•
Globalization of Market
•
Organization Participants
•
Theories in IB
Part 2 Environmental of IB
•
Culture
•
Political & Legal
•
Government Intervention
•
Regional Economic Integration
International Business: Strategy, Management, and the New Realities
14
Key Tasks of IHRM
1. Staffing – activities directed at recruiting, selecting, and placement of employees.
International Business: Strategy, Management, and the New Realities
7
What are the Challenges of International HRM (IHRM)?
• Huge number of employees
Firms such as Volkswagen, Nestle, IBM, Unilever, Wal-Mart, and Mittal Steel have more than 150,000 employees working outside of their home country.
units world wide
International Business: Strategy, Management, and the New Realities
6
Learning Objectives
1. The strategic role of human resources in international business
Welfare: housing arrangements, health care, schooling of children, safety, and security
International Business: Strategy, Management, and the New Realities
15
(1) International Staffing Policy
• The optimal mix of employees varies by location, industry, stage in the value chain, and availability of qualified personnel.
5. Management of labor unions and collective bargaining processes, known as industrial relations.
6. Achieving diversity in the workplace.
International Business: Strategy, Management, and the New Realities
International Business: Strategy, Management, and the New Realities
5
Companies • Genting Highland • Siemens • Intel • Wal-Mart • J&J
Some Numbers
Total Employees • 36,000 in 4 countries • 460,000 in 190 countries • 80,000 in 6 countries • 2,100, 000 • 116,000 in 250 business
(TCNs)
International Business: Strategy, Management, and the New Realities
11
How Complex Is It?
Domestic vs IHRM
1. New HR responsibilities.
International taxation, international relocation and orientation, administrative services for expatriates, host government relations, and language translation services.
2. Key tasks in international human resource management
1. International staffing policy 2. Preparation and training of personnel 3. International performance appraisal 4. Compensation of personnel 5. International labor relations 6. Diversity in the international workforce
International Business: Strategy, Management, and the New Realities
8
“Strategic” IHRM
• Why Strategic?
advisor, strategic partner to CEO, together influence mission, vision and strategic objectives of the company
•
Exporting (w12)
•
FDI (Done by Prof Mike)
•
Alliances (w14)
•
Global Sourcing (w14)
Part 5 Functions
•
Marketing (w13)
•
HRM (w11)
•
Financial Management (Done by Prof Mike)
•
Emerging Market
•
International Monetary & Finance
MACRO
Part 3 Strategy
•
Global Strategy (w09)
•
Global Market Opportunity Assessment (w10)
Part 4 Entering and Operating in International Market
3
Internationalized Companies with
operations worldwide
International Business: Strategy, Management, and the New Realities
4
Employees Are Everywhere in the
2. The need for a broader, international perspective in compensation policy.
Fair & compassionate
3. Greater involvement in the employees’ personal lives.
• International HRM covers:
planning, selection, training, employment, and evaluation of employees for international operations.
• HR as competitive advantage?
MICRO
International Business: Strategy, Management, and the New Realities
2
What in common?
International Business: Strategy, Management, and the New Realities
How a firm recruits, trains, and places skilled personnel in its worldwide value chains sets it apart from competition i.e 3M, Nokia, Apple, SONY etc
Chapter 18
Human Resource Management (HRM) in the Global Firm
International Business: Strategy, Management, and the New Realities
1
Recapture
Part 1 Foundation
2. Training and developing employees.
3. Performance appraisal; involves providing feedback necessary for the employee’s professional development.
4. Compensation or remuneration of employees including formulation of benefit packages that vary greatly from country to country.
International Business: Strategy, Management, and the New Realities
9
Types of Employees
• Country of origin
Host-country nationals (HCNs): Subsidiaries or Local Parent-country nationals (PCNs): HQ Third-country nationals (TCNs): other than above
5. Greater risk exposure.
Failure of assignment, political risk and terrorism
6. External influences of the government and national culture.
Influence of the government and national culture.
13
(cont.)
4. Managing the mix of expatriates versus locals.
Factors: international experience of the firm, cost-of-living in the foreign location, and availability of qualified local staff.
• Diverse
Religion Value & Beliefs Strengths
• Legal (Employment Act, 1955) • Gender Biasness • Work Life Effectiveness • Workforce structure – young & ageing
in China on assignment
(PCNs)
A France Airbus may employ German citizens
in its subsidiary in Germany (HCNs)
Hire Australian employees for assignment to its subsidiary in Russia
• Role
Expatriate: Assigned to work in other than citizenship country
International Business: Strategy, Management, and the New Realities
10
May send France citizens to work
•
Globalization of Market
•
Organization Participants
•
Theories in IB
Part 2 Environmental of IB
•
Culture
•
Political & Legal
•
Government Intervention
•
Regional Economic Integration
International Business: Strategy, Management, and the New Realities
14
Key Tasks of IHRM
1. Staffing – activities directed at recruiting, selecting, and placement of employees.
International Business: Strategy, Management, and the New Realities
7
What are the Challenges of International HRM (IHRM)?
• Huge number of employees
Firms such as Volkswagen, Nestle, IBM, Unilever, Wal-Mart, and Mittal Steel have more than 150,000 employees working outside of their home country.
units world wide
International Business: Strategy, Management, and the New Realities
6
Learning Objectives
1. The strategic role of human resources in international business
Welfare: housing arrangements, health care, schooling of children, safety, and security
International Business: Strategy, Management, and the New Realities
15
(1) International Staffing Policy
• The optimal mix of employees varies by location, industry, stage in the value chain, and availability of qualified personnel.
5. Management of labor unions and collective bargaining processes, known as industrial relations.
6. Achieving diversity in the workplace.
International Business: Strategy, Management, and the New Realities