Cultural training – understanding the culture of host country, enhance effectiveness, familiarization trip before formal transfer. MDP have a strategic purpose, and helps reinforce desired culture of the firm by creating an informal network.Ch 1 16 To enhance management and leadership skills of executives. MDP is a broader concept, it is intended to develop a manager’s skills over her career in the firm, e.g., sending managers on various foreign postings over years to build her cross cultural sensitivity and experience. Training and Management Development After selection, the next step is training the manager to do the specific job.
Cultural toughness – relationship between country of assignment and how well an expatriate adjustsCh 1 15. Perceptual ability – to understand the particular behaviour of people in host countries, empathise. Others orientation – ability to interact with host country’s nationals, relationship development and willingness to communicate by learning local language. Self orientation – self esteem, self confidence, mental well being, adapt their interest in food, sports, music and hobbies. (e.g., citizen of India, who moves to U.S to work for Microsoft)Ch 1 14Įxpatriate selection Four dimensions that predict success in a foreign posting: Inpatriates is a subset of expatriates who are citizens of a foreign country, working in the home country of their multinational employer. Expatriates are citizens of one country, who are working in another country. Reduces cultural myopia Enhance local responsivenessCh 1 13 Helps building a strong unifying corporate culture and informal management network. Enables firms to make best use of its HR Helps the firm to build a cadre of international executives, who feel at home working in No. Hybrid of Ethno and Poly Based on informed knowledge of home and host countries. Geocentric approach It seeks the best people for key jobs, throughout the organization, regardless of nationality. Less expensive to implement Host country nationals have limited opportunities to gain experience outside their own countries Gap due to language barriers, cultural differences may isolate corporate HQ from foreign subsidieries.Ch 1 12 Firm is less likely to suffer from cultural myopia. No standard forms or procedures Recruits host country nationals to manage subsidiaries, while parent country nationals occupy key positions at corporate HQ. Polycentric approach Decentralized control Business Units in different countries have autonomy from home office, like a local Co. E.g.: Procter & Gamble, Toyota and MatushitaCh 1 11 One’s own culture is superior Overlooks important cultural factors Host country lacks qualified professionals Maintain a unified corporate culture Create value by transferring core competencies Limits advancement opportunities for host country nationals Leads to resentment, lower productivity, and high turnover in employees. Ethnocentric approach All key management positions are filled by parent – country nationals. Types of staffing policies There are three types of staffing policies in IB: ii. Tool for developing and promoting the desired corporate culture (norms & value system) of the firm.Ch 1 9 Selecting individuals who have the skill to do a particular job. Staffing Policy Staffing policy is concerned with the selection of employees for particular jobs. 
Performance appraisal to measure the behaviour, firm wants to encourage.Ch 1 8 Compensation must create incentives for actions inline with the strategy. Behaviour, congruent with the desired organizational culture. Effective training to acquire right skill set to help perform jobs effectively.
Strategic Role of Global HRM Strategy is implemented through organizational architecture. Strategic role of Global HRM STRUCTURE INCENTIVES & CTRL PEOPLE PROCESSES CULTURECh 1 7
GLOBAL ISSUES IN STRATEGIC MANAGEMENT WIKIPEDIA HOW TO
How to evaluate the performance of managers in different countries? v.Ch 1 Expatriate managers 6 How to compensate people in different nations? iv. How to develop managers, who can do business in different countries? iii. How to staff key management posts in the Co.? ii. Mobility problems: legal, economic, cultural barriers iv. How different is Global HRM? Several key factors make Global HRM different from domestic management: ii. Helps firms add value by serving customer needs better.Ch 1 4 Helps firms to achieve strategic goal of reducing cost of value creation iv. Influence on the character, development, quality and productivity of firm’s HR iii. Human Resource Management It refers to the activities an organization carries out to use its human resources effectively. GLOBALHUMAN RESOURCE MANAGEMENT Presented by: Jatin Vaid 1
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