GHRM - TN 5i (4-5) Staffing, Recruitment n Selection 2014-15

GHRM - TN 5i (4-5) Staffing, Recruitment n Selection...

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Sourcing HR for Global Markets: STAFFING, RECRUITMENT & SELECTION Chapter 5
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Staffing international operations for sustained global growth
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Vocabulary Objectives Introduction Approaches to staffing Transferring staff for international activities Roles of an expatriate Role of non-expatriates Role of inpatriates Recruitment & selection of international managers Expatriate failure & success Selection criteria Expatriate selection processes in practice Dual career couples Sourcing HR for Global Markets: RECRUITMENT & SELECTION for international assignments
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This chapter Examines various approaches to international staffing Outlines pivotal role of international assignments Focuses on recruitment & selection as major factors in success of global assignments
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We learn foundations of ‘managing people’ in IHRM: 1. Issues related to approaches to staffing foreign operations. 2. Reasons for international assignments 3. Types of international assignments 4. Expatriate & non-expatriate roles in supporting international business activities Then we learn about IHRM recruitment & selection: 5. Debate about expatriate failure, selection criteria, & gender in IHRM Objectives
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Types of staff in MNEs Expatriate (international assignee): an employee who is working and temporarily residing in a foreign country. Non-expatriates (flexpatriates, road warriors, globetrotters): people who travel internationally yet are not considered expatriates; as they do not relocate to another country . Inpatriate: the transfer of subsidiary staff into the parent country (headquarters) Repatriate: employees who come back to the headquarters after finish their international assignments.
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The roles of an expatriate
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Network builder: fostering interpersonal networks Agent of socialization: expatriates assist in the transfer of shared values and beliefs of the parent company. Language node (translator) Boundary spanning: activities, such as gathering information, that bridge internal and external organizational contexts. Roles of Expatriate
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An ad hoc approach Problems of using PCNs in foreign management positions by default It is a result of corporate inertia, inexperience, or both. The major ____________ here is that the firm’s responses are reactive rather than proactive, and a consistent human resource strategy (that fits its overall business strategy) is difficult to achieve. There should be conscious decision and evaluation of appropriate policy.
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Table 4-1a The advantages and disadvantages of using P CNs
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Table 4-1c The advantages and disadvantages of using HCNs
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Table 4-1b The advantages and disadvantages of using TCNs
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Determinants of staffing choices Figure 4-1
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External and internal factors that influence MNEs’ staffing choices 1) Context specificities Cultural values cultural similarity moderates the relationship between MNE strategy and subsidiary staffing.
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