Escolar Documentos
Profissional Documentos
Cultura Documentos
CHAPTER 15
Managing Human Resources
Globally
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All Rights Reserved. 15-1
What Do I Need to Know?
15-2
What Do I Need to Know? (continued)
15-3
HRM in a Global Environment
15-4
As companies in the
United States and
Britain cut software
jobs and outsource to
other countries in
order to drive down
costs, countries such
as India continue to
see employment rise.
15-5
HRM in a Global Environment (continued)
15-6
Employees in an International Workforce
15-7
Employees in an International Workforce
(continued)
15-8
Figure 15.1: Levels of Global Participation
15-9
Employers in the Global Marketplace
15-10
Test Your Knowledge
• Hans works for a company who’s headquartered in
France and has foreign operations in Germany, only.
Hans is a citizen of the Netherlands. Which of the
following is most likely true?
a) Hans works for a domestic company and is from the parent
country.
b) Hans works for a multinational company and is from the
host country.
c) Hans works for a global company and is from a third
country.
d) Hans works for an international company and is from a third
country.
15-11
Transnational HRM System
15-12
Factors Affecting HRM in
International Markets
Economic
Education
Systems
Political-
Culture Legal
Global Systems
HRM
15-13
Culture
15-15
Hofstede’s Five Dimensions of Culture
15-16
In Taiwan, a country that is high in
collectivism, coworkers consider
themselves more as group members
instead of individuals.
15-17
Culture (continued)
15-19
Economic System
15-20
Political-Legal System
15-22
Criteria for Selection of Employees for
Foreign Assignments
1. Competency in the employee’s area of expertise
2. Ability to communicate verbally and nonverbally in
the foreign country
3. Flexibility, tolerance of ambiguity, and sensitivity to
cultural differences
4. Motivation to succeed and enjoyment of challenges
5. Willingness to learn about the foreign country’s
culture, language, and customs
6. Support from family members
15-23
Qualities associated with success in foreign
assignments are the ability to communicate in
the foreign country, flexibility, enjoying a
challenging situation, and support from family
members.
15-24
Figure 15.2: Emotional Cycle Associated
with a Foreign Assignment
15-25
Test Your Knowledge
15-26
Training and Developing a
Global Workforce
• Training and development programs should be
effective for all participating employees,
regardless of their country of origin.
• When organizations hire employees to work in a
foreign country or transfer them to another
country, the employer needs to provide the
employees with training in how to handle the
challenges associated with working in a foreign
country.
15-27
Table 15.1: Effects of Culture on Training
Design
15-28
Test Your Knowledge
15-29
Delivering Training in Other Countries
15-30
Foreign Assignments
15-31
Cross-Cultural Preparation
15-32
Performance Management Across
National Boundaries
• When establishing • Differences may
performance include:
management methods – Which behaviors are
in other countries, rated
organizations have to – How and the extent to
consider: which performance is
measured
– Legal requirements
– Who performs the rating
– Local business practices
– How feedback is
– National cultures
required
15-33
Compensating an International Workforce
15-34
Figure 15.3: Earnings in Selected
Occupations in Three Countries
15-35
Compensating an International Workforce
(continued)
15-36
Figure 15.4: Average Hours Worked in
Selected Countries
15-37
International Labor Relations
• Labor relations on an international scale involves
differences in laws, attitudes, economic systems,
and differences in negotiation styles.
• Organizations establish overall policies and goals
for labor relations, overseeing labor agreements,
and monitoring labor performance.
• The day-to-day decisions about labor relations
are usually handled by each foreign subsidiary.
15-38
Managing Expatriates:
Selecting Expatriate Managers
• Expatriate managers need technical
competence in the area of operations.
• In addition, many other skills are necessary to
be successful in an overseas assignment:
– Ability to maintain a positive self-image and feeling
of well-being
– Ability to foster relationships with host-country
nationals
– Ability to perceive and evaluate the host country’s
environment accurately
15-39
Topics for Assessing Candidates for
Overseas Assignments
Resourcefulness
Motivation
Health Adaptability
Family Considerations
Financial
15-40
Managing Expatriates:
Preparing Expatriates
• Pre-assignment site visit • Housing counseling
• Job orientation • Health care / schools /
• Country orientation shopping / recreation
• Culture orientation counseling
• Language training • Counseling by returning
expatriates
• Compensation /
benefits / taxes • Local sponsorship from
counseling host country
15-41
Figure 15.5:
Impressions of
Americans –
Comments by
Visitors to the
United States
15-42
Compensating Expatriates
15-43
Figure 15.6: The Balance Sheet for
Determining Expatriate Compensation
15-44
Toyko Tops Priciest Cities
15-45
Compensating Expatriates (continued)
15-46
Figure 15.7:
International
Assignment
Allowance Form
15-47
Helping Expatriates Return Home
15-48
Summary
15-49
Summary (continued)
15-50
Summary
15-52
Summary (continued)
15-53
fundamentals of
Human Resource Management 4th edition
by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright
CHAPTER 16
Creating and Maintaining High-
Performance Organizations
McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All Rights Reserved. 15-54
What Do I Need to Know?
15-55
What Do I Need to Know? (continued)
15-56
High-Performance Work Systems
15-58
Elements of a High-Performance
Work System
• Organizational structure: the way the organization
groups its people into useful divisions,
departments, and reporting relationships.
• Task design: determines how the details of the
organization’s necessary activities will be grouped,
whether into jobs or team responsibilities.
• People: well suited and well prepared for their jobs.
15-59
Elements of a High-Performance
Work System (continued)
• Reward systems: contribute to high
performance by encouraging people to strive
for objectives that support the organization’s
overall goals.
• Information systems: modern information
systems have enabled organizations to share
information widely.
15-60
In a high-performance work system, all
the elements – people, technology, and
organizational structure – work together
for success.
15-61
Outcomes of a High-Performance
Work System
• Outcomes of a high-performance work system
include higher productivity and efficiency.
• These outcomes contribute to higher profits.
• Other outcomes include:
– High product quality
– Great customer satisfaction
– Low employee turnover
15-62
Figure 16.2:
Outcomes of a High-Performance Work
System
15-63
Outcomes of a High-Performance
Work System (continued)
• The outcomes of each employee and work group
contribute to the system’s overall high
performance.
• The organization’s individuals and groups work
efficiently, provide high-quality goods and
services, etc., and in this way they contribute to
meeting the organization’s goals.
• When the organization adds or changes goals,
people are flexible and make changes to as
needed to meet the new goals.
15-64
Conditions that Contribute to
High Performance
• Teams perform work.
• Employees participate in selection.
• Employees receive formal performance
feedback and are actively involved in the
performance improvement process.
• Ongoing training is emphasized and rewarded.
• Employees’ rewards and compensation relate
to the company’s financial performance.
15-65
Conditions that Contribute to
High Performance (continued)
• Equipment and work processes are structured
and technology is used to encourage
maximum flexibility and interaction among
employees.
• Employees participate in planning changes in
equipment, layout, and work methods.
• Work design allows employees to use a variety
of skills.
15-66
Conditions that Contribute to
High Performance (continued)
• Employees understand how their jobs
contribute to the finished product or service.
• Ethical behavior is encouraged.
15-67
Learning Organizations
15-68
Key Features of Learning Organizations
15-69
Key Features of Learning Organizations
(continued)
15-70
Job Satisfaction
15-71
Test Your Knowledge
15-72
Test Your Knowledge
15-73
Table 16.1: HRM Practices that Can Help
Organizations Achieve High Performance
• HRM practices match • Work design permits
organization’s goals flexibility in where and
• Individuals and groups when tasks are
share knowledge performed
• Work is performed by • Selection system is job
teams related and legal
• Organization • Performance
encourages continuous management system
learning measures customer
satisfaction and quality
15-74
Table 16.1: HRM Practices that Can Help
Organizations Achieve High
Performance(continued)
• Organization monitors • Skills and values of a
employees’ satisfaction diverse workforce are
• Discipline system is valued and used
progressive • Technology reduces
• Pay system rewards time and costs of tasks
skills and while preserving quality
accomplishments
15-75
• To develop future leaders, new IBM managers
participate in IBM’s Basic Blue program for an
intensive nine-month training program.
• IBM is considered one of the best companies in
the development of future leaders.
15-76
Performance Management
15-77
Figure 16.3: Employee Performance as a
Process
15-78
Performance Management (continued)
15-79
HRM Technology
15-80
HRM Technology (continued)
15-81
Human Resource Management Online:
E-HRM
• Improving HRM effectiveness through online
technology.
• The speed requirements of business force
HRM managers to explore how to leverage
technology for the delivery of HRM activities.
• With Internet technology, organizations can
use E-HRM to let all the organzation’s
employees help themselves to the HR
information they need whenever they need it.
15-82
Online Recruiting Offers Many Benefits
15-83
Measuring the Effectiveness of
Human Resource Management
Customer-oriented approach to
HRM
15-84
Customer-Oriented Perspective of
Human Resource Management
15-85
Human Resource Management Audits
15-86
Table 16.3: Key
Measures of
Success for an
HRM Audit
15-87
Analyzing the Effect of HRM Programs
15-88
Analyzing the Effect of HRM Programs
(continued)
15-89
Test Your Knowledge
• The HR director of a medium-sized corporation
spends 90% of his time meeting and working with
fellow HR staff. He is primarily concerned with
ensuring the company meets all legal requirements
with regard to HR activities. This HR director:
a) Is a major contributor to a high-performance organization
b) Has a strategic focus
c) Is concerned with customer satisfaction
d) Has limited the utility and value he could bring to the
organization
15-90
Summary
15-91
Summary (continued)
15-92
Summary (continued)
• By taking a customer-oriented approach, HRM can
improve quality by defining the internal customers
who use its services and determining whether it is
meeting those customers’ needs.
• One way to do this is with an HRM audit.
• Another way to measure HRM effectiveness is to
analyze specific programs or activities.
• This analysis can measure success in terms of
whether a program met its objectives and whether it
delivered value in an economic sense.
15-93