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HRM (MANAGING PEOPLE (INTERNATIONAL HUMAN RESOURCE MANAGEMENT (1.…

- - - - Staffing Approach: Ethnocentric (PCNs)
        
        MNEs Strategies: Home replication
        
        Managers at Subsidiaries: Parent Country
        
        Advantages: control by headquarter, may most qualified people, international experience, Disadvantage: opportunities are limited, long-time adaption, expensive
      - Staffing Approach: Polycentric (HCNs)
        
        MNEs Strategies: Localization
        
        Managers at Subsidiaries: Host Country
        
        Advantages: no language or cultural barriers, longer in position, cheaper, Disadvantages: control of headquarter may be impeded, limited career opportunity, no international experience
      - Straffing Approach: Geocentric (focus on finding the most suitable managers who can be PCN, HCNs or TCNs)
        
        MNEs Strategies; Transnational
        
        Managers at Subsidiaries: Mix
        
        Advantages: bridge the gap, less expensive, Disadvantage: similar to PCNs
      - Roles of Expatriates
        
        Strategists - representing interest of the MNEs headquarter
        
        Daily manager - Running operations and building local capabilities
        
        Ambassadors - building relationships with locals and representing interest of subsidiaries when interact with headquarter
        
        Trainers - training for their replacement
      - Reasons for expatriate failure
        
        inhability to adjust (Managers, spouse), family problems, personal or emotional immaturity, inhability to cope with larger overseas responsibility, lack of technical competence, cultural shock
    - - Situational: Corporate headquarters preferences, Host country/subsidiary preferences, Language
      - Individual: Technical ability and expertise, cross cultural adaptability, spouse and family preferences
      - Attributes that predict success: Self-orientation (self-esteem, self-confidence and well-being), others-orientation (ability to develope relationships, willingness to communicate), perceptual ability (understand other cultures, nonjudgmental), cultural toughness (relationship between country and adjustment to it)
    - - Cultural training seeks to foster an appreciation of the host-country´s culture
      - Language training can improve expatriates effectiveness
      - Practical training ease into day-to-day life of the host country
    - - Employee Considerations:* Managing family life, Terrorism, Career development risks, Re-entry problems*
      - Compensation according to standards in each country ( Going Rate Approach) or equalize on global basis (Balance Sheet Approach)?
        
        Elements Salary, Taxes, Housing, Allowances and Premiums (Family support, social adjustment assistance, financial allowance)
      - Repatriation Problems what job afterwards, (lower level?, Higher level?, which position) ...
    - - Going Rate Approach Advantages: Equality among PNCs, TCNs and HCNs in the same location, simplicity, Identification with host-country, Disadvantages: *Variation between assignments in different locations for the same employee, Re-entry problems
      - Balance Sheet Approach Advantages: Equity between assignments for the same emplyee, Facilitates expatriates re-entry, Disadvantages *costly and comples, disparities between expatriates and host country nationals
    - - Performance Appraisal Problems = unintentional bias, unfairly evaluates and under appreciate, impact on future career
      - Guideline for performance appraisal site visits, exchange of views, former expatriates should assist homeoffice manager with evaluation