chapter12 - Global Strategic Management : Philippe Lasserre...

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Unformatted text preview: Global Strategic Management : Philippe Lasserre CHAPTER 12 Global Human Resource Management Global Strategic Management : Philippe Lasserre HR MANAGEMENT DEVELOPMENT OBJECTIVES FUNCTIONS • DEVELOP A GROUP OF “MOBILE” GLOBAL MANAGERS WITH WHOM “CORE” VALUES ARE EMBODIED • EXPLOIT THE BENEFITS OF CULTURAL DIVERSITY • MAKE SURE THAT FUNCTIONAL GLOBAL AND COUNTRY POSITIONS ARE FILLED IN SHORT, MEDIUM AND LONG TERMS • IDENTIFY AND DEVELOP POTENTIAL LEADERS, PARTICULARLY AMONG “LOCAL” MANAGERS • INITIATE AND IMPLEMENT POLICIES AND ACTIONS WHICH CONTRIBUTE TO THE RESOLUTION OF GLOBAL/LOCAL TENSIONS • RECRUITMENT/SELECTION • HQ Expat/Local/TCN • Cultural Diversity • Spet/Generalist • CAREER MANAGEMENT • Rotation/Transfers • Expatriate/Local • TRAINING • Socialization • General management Programs • EVALUATION REWARDS • Criteria • Remuneration Global Strategic Management : Philippe Lasserre The International Human Resources Management Wheel Global Strategic Management : Philippe Lasserre A small number of global managers are moving from subsidiaries to subsidiaries. Local personnel have their careers in their own countries. Some in temporary detachments. Example: Colgate-Palmolive Global Design More global managers. Local personnel have many detachment opportunities and can join the global manager group. Example: Shell Multidomestic Design Global Strategic Management : Philippe Lasserre From “EXPATRIATE” To “GLOBAL PERSON” • Recruitment essentially Headquarters Home country • Some local recruits go regional • Strong “corporate style” diffused in the subsidiaries • “Foreign office” type of career • Dual career system • Performance appraisal focuses on local performances • Recruitment from all over the world • Possibilities for locals to become part of the core • A lot of job rotation : regional, global • A lot of International Management Development programme • Performances appraisal include local plus “global” or “regional” achievement Global Strategic Management : Philippe Lasserre EDSTROM AND GALBRAITH 1977 Dimensions of Transfer Policies Fill positions Develop Managers Develop Global Organisation Relative numbers Few Moderate Many Specialities transferred Technical plus a few managing directors Technical and administrative All Location of host New countries Developing countries with a unique competence All countries Direction of flow From Central offices to subsidiaries To and from central offices and subsidiaries All directions Age of expatriate Young Young to middle age Throughout career Reasons for Transfers TRANSFER OF PERSONNEL 1 of 2 Global Strategic Management : Philippe Lasserre EDSTROM AND GALBRAITH 1977 Dimensions of Transfer Policies Fill positions Develop Managers Develop Global Organisation Frequency One or two moves Several moves Many moves Nationality of expatriate Nationality of ownership Nationality of...
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This note was uploaded on 05/27/2011 for the course ECON 101 taught by Professor Gsgsd during the Spring '11 term at Arab Academy for Science, Technology & Maritime Transport.

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chapter12 - Global Strategic Management : Philippe Lasserre...

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