MT_203_Unit_8_Chapter_15

MT_203_Unit_8_Chapter_15 - © S T O N E / G E T T Y I M A G...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: © S T O N E / G E T T Y I M A G E S chapter PART 6 Expanding Human Resources Management Horizons 639 International Human Resources Management 15 Identify the types of organizational forms used for competing internationally. After studying this chapter, you should be able to Explain the economic, political- legal, and cultural factors in different countries that HR managers need to consider. Explain how domestic and international HRM differ. Discuss the staffing process for individuals working internationally. Identify the unique training needs for international assignees and their employees. Identify the characteristics of a good international compensation plan. Reconcile the difficulties of home- and host-country performance appraisals. Explain how labor relations differ around the world. o b j e c t i v e 1 1 o b j e c t i v e 2 2 o b j e c t i v e 3 3 o b j e c t i v e 4 4 o b j e c t i v e 5 5 o b j e c t i v e 6 6 o b j e c t i v e 7 7 o b j e c t i v e 8 8 hen you pick up a newspaper or turn on the TV, you’ll notice that stories are constantly being told about companies competing glob- ally. These stories might include mergers of U.S. and international companies, such as Daimler-Benz and Chrysler a few years ago. Or they might highlight companies expanding into other markets, such as Starbucks in Asia or Wal-Mart in Mexico. Or the stories might focus on international companies gaining dominance here in the United States, such as Sony or Toyota. “No matter what kind business you run, no matter what size you are, you’re suddenly competing against companies you’ve never heard of all around the world that make a very similar widget or provide a very similar service,” as one global manager put it. In fact, nearly three- quarters of HR professionals from companies large and small in a wide range of industries and countries say they expect their company’s international busi- ness to grow in the coming years. 1 Some of these companies are handling the challenge well. Others are failing miserably as they try to manage across borders. More often than not, the difference boils down to how people are managed, the adaptability of cultures, and the flexibility of organizations. Up until this point in the book, we have emphasized HRM practices and systems as they exist in the United States. This is not so much an oversight on our part as it is a deliberate decision to explain the HR practice in the most fundamental manner pos- sible. Nonetheless, the topic of international HRM is so important that we wanted to dedicate an entire chapter to its discussion. In this chapter we will observe that much of what has been discussed throughout this text can be applied to international oper- ations, provided one is sensitive to the requirements of a particular interna- tional setting....
View Full Document

This note was uploaded on 05/18/2010 for the course MT Marketing taught by Professor Jgh during the Spring '10 term at Kaplan University.

Page1 / 50

MT_203_Unit_8_Chapter_15 - © S T O N E / G E T T Y I M A G...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online