The first section of your paper should be an overview of your rankings and reasons for your decisions. Did your decision include any culturally
- The first section of your paper should be an overview of your rankings and reasons for your decisions.
- Did your decision include any culturally based biases you may have—for example, feelings, personality traits, or politics in your rankings?
- Did you make any observations that you feel would have been fully acceptable in your own culture, but were not accepted in other cultures? If so, explain.
- What implications do you believe any of the applicant’s cultural differences would have in business dealings? In what countries or cultures?
- What expatriate adjustments for the candidate need to be considered? How will the company handle these?
- Explain the decision-making process you used to make your decisions.
Park L.Park L. is currently senior vice president for marketing at a major South Korean high-technology firm. You have been told by the head of your Seoul office that his reputation as an expert in international marketing is outstanding. The market share of his company’s products has consistently increased since he joined the company just over 15 years ago. His company’s market share is now well ahead of that of competing producers in the Pacific Rim.Park graduated from the University of Seoul and has worked his way up through the ranks. He does not have a graduate degree. In addition to his native tongue, Park is able to carry on a reasonably fluent conversation in English and has minimal working knowledge of German and French.
Saya K.Saya K. is a woman living in Malaysia. She began her teaching career while finishing her DBA (Doctorate in Business Administration) at the Harvard Business School and published her first book on international marketing ten months after graduation. Her doctoral dissertation was based on the international marketing of pharmaceuticals, but she has also done research and published on other areas of international marketing.Two months after the publication of her book, Saya went to work in the international marketing department of a Fortune 500 company, where she stayed for the next ten years. She returned to teaching when Maura University offered her a full professorship with tenure, and she has been there since that time. In addition, she has an active consulting practice throughout Southeast Asia. In addition to fluency in Malay, English, and Japanese, Saya speaks and writes German and Spanish and can converse in Mandarin.
Peter V.Peter had worked in a key position in the international marketing division of a US Fortune 100 company until the company pulled out of his country South Africa eight months ago. Peter has a long list of accomplishments and is widely recognized as outstanding in his field. Peter has a Ph.D. in computer science from a leading South African university and an MBA from Purdue’s Krannert School of Business. Peter speaks and reads English, Dutch, Afrikaans, and Swahili and can converse in German.
Joe P.Joe is currently job hunting. His former job as head of marketing for a single-product, high-technology firm—highly specialized workstations for sophisticated artificial intelligence applications—ended when the company was bought out by Texas Instruments. Joe has both his undergraduate and MBA degrees from Stanford University. In addition, he was a Rhodes Scholar and won a Fulbright scholarship, which he used to support himself while he undertook a two-year research project on the marketing of high-technology equipment to Third World countries. In addition to his native English, Joe has a minimal command of French—which he admits he hasn’t used since his college days.
Your well-written paper should meet the following requirements:
- Be 6 pages in length, which does not include the title page, abstract, or required reference page, which is never a part of the content minimum requirements.
- Use Saudi Electronic University academic writing standards and APA (7th ed) style guidelines.
- Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.
- Review the Critical Thinking Grading Rubric Critical Thinking Grading Rubric – Alternative Formats to see how you will be graded for this assignment.
SEU MGT672
Critical Thinking Writing Rubric – Module 12
Exceeds Expectation |
Meets Expectation |
Below Expectation |
Limited Evidence |
|
Content, Research, and Analysis |
||||
37-45 Points |
28-36 Points |
19-27 Points |
10-18 Points |
|
Requirements |
Exceeds Expectation -Includes all of the required components, as specified in the assignment. |
Meets Expectation – Includes most of the required components, as specified in the assignment. |
Below Expectation – Includes some of the required components, as specified in the assignment. |
Limited Evidence – Includes few of the required components, as specified in the assignment. |
37-45 Points |
28-36 Points |
19-27 Points |
10-18 Points |
|
Content |
Exceeds Expectation – Demonstrates substantial and extensive knowledge of the materials, with no errors or major omissions. |
Meets Expectation – Demonstrates adequate knowledge of the materials; may include some minor errors or omissions. |
Below Expectation – Demonstrates fair knowledge of the materials and/or includes some major errors or omissions. |
Limited Evidence – Fails to demonstrate knowledge of the materials and/or includes many major errors or omissions. |
37-45 Points |
28-36 Points |
19-27 Points |
10-18 Points |
|
Analysis |
Exceeds Expectation – Provides strong thought, insight, and analysis of international Human Resource management, concepts and applications. |
Meets Expectation – Provides adequate thought, insight, and analysis of international Human Resource management, concepts and applications. |
Below Expectation – Provides poor thought, insight, and analysis of international Human Resource management, concepts and applications. |
Limited Evidence – Provides little or no thought, insight, and analysis of international Human Resource management, concepts and applications. |
Mechanics and Writing |
||||
5 Points |
4 Points |
3 Points |
1-2 Points |
|
Demonstrates college-level proficiency in organization, grammar and style. |
Exceeds Expectation – Project is clearly organized, well written, and in proper format as outlined in the assignment. Strong sentence and paragraph structure; contains no errors in grammar, spelling, APA style, or APA citations and references. |
Meets Expectation – Project is fairly well organized and written, and is in proper format as outlined in the assignment. Reasonably good sentence and paragraph structure; may include a few minor errors in grammar, spelling, APA style, or APA citations and references. |
Below Expectation – Project is poorly organized and written, and may not follow proper format as outlined in the assignment. Inconsistent to inadequate sentence and paragraph development, and/or includes numerous or major errors in grammar, spelling, APA style, or APA citations and references. |
Limited Evidence – Project is not organized or well written, and is not in proper format as outlined in the assignment. Poor quality work; unacceptable in terms of grammar, spelling, APA style, and APA citations and references. |
Total points possible = 140
,
For this assignment, you will apply decision-making to the process of international human resource management as you determine which of the four final applicants to hire into a global executive position.
At present, your company is seeking to restructure and revitalize its worldwide marketing efforts. To accomplish this, you have determined that you need to hire a key marketing person to introduce fresh ideas and a new perspective. There is no one currently in your company who is qualified to do this, and so you have decided to look outside.
The job title is “Vice President for Global Marketing”; an annual salary of $250,000-$300,000, plus elaborate benefits, an unlimited expense account, a car, and the use of the corporate jet. The person you hire will be based at the company’s headquarters in the Netherlands and will travel frequently.
A lengthy search has turned up four people with good potential. It is now up to you to decide whom to hire. Although all the applicants have expressed a sincere interest in the position, it is possible that they may change their minds once the job is offered. Therefore, you must rank them in order of preference so that if your first choice declines the position, you can go on to the second, and so on.
First, read the biographies of each applicant. As you are doing this, rank each of them from 1 to 4, with 1 being your first choice, and explain your reasons for their ranking.
For your essay this week, respond to the following questions using the decisions you have made with your rankings.
The first section of your paper should be an overview of your rankings and reasons for your decisions.
Did your decision include any culturally based biases you may have—for example, feelings, personality traits, or politics in your rankings?
Did you make any observations that you feel would have been fully acceptable in your own culture, but were not accepted in other cultures? If so, explain.
What implications do you believe any of the applicant’s cultural differences would have in business dealings? In what countries or cultures?
What expatriate adjustments for the candidate need to be considered? How will the company handle these?
Explain the decision-making process you used to make your decisions.
Park L.
Park L. is currently senior vice president for marketing at a major South Korean high-technology firm. You have been told by the head of your Seoul office that his reputation as an expert in international marketing is outstanding. The market share of his company’s products has consistently increased since he joined the company just over 15 years ago. His company’s market share is now well ahead of that of competing producers in the Pacific Rim.
Park graduated from the University of Seoul and has worked his way up through the ranks. He does not have a graduate degree. In addition to his native tongue, Park is able to carry on a reasonably fluent conversation in English and has minimal working knowledge of German and French.
Saya K.
Saya K. is a woman living in Malaysia. She began her teaching career while finishing her DBA (Doctorate in Business Administration) at the Harvard Business School and published her first book on international marketing ten months after graduation. Her doctoral dissertation was based on the international marketing of pharmaceuticals, but she has also done research and published on other areas of international marketing.
Two months after the publication of her book, Saya went to work in the international marketing department of a Fortune 500 company, where she stayed for the next ten years. She returned to teaching when Maura University offered her a full professorship with tenure, and she has been there since that time. In addition, she has an active consulting practice throughout Southeast Asia. In addition to fluency in Malay, English, and Japanese, Saya speaks and writes German and Spanish and can converse in Mandarin.
Peter V.
Peter had worked in a key position in the international marketing division of a US Fortune 100 company until the company pulled out of his country South Africa eight months ago. Peter has a long list of accomplishments and is widely recognized as outstanding in his field.
Peter has a Ph.D. in computer science from a leading South African university and an MBA from Purdue’s Krannert School of Business. Peter speaks and reads English, Dutch, Afrikaans, and Swahili and can converse in German.
Joe P.
Joe is currently job hunting. His former job as head of marketing for a single-product, high-technology firm—highly specialized workstations for sophisticated artificial intelligence applications—ended when the company was bought out by Texas Instruments.
Joe has both his undergraduate and MBA degrees from Stanford University. In addition, he was a Rhodes Scholar and won a Fulbright scholarship, which he used to support himself while he undertook a two-year research project on the marketing of high-technology equipment to Third World countries. In addition to his native English, Joe has a minimal command of French—which he admits he hasn’t used since his college days.
Your well-written paper should meet the following requirements:
Be 6-8 pages in length, which does not include the title page, abstract, or required reference page, which is never a part of the content minimum requirements.
Use Saudi Electronic University academic writing standards and APA (7th ed) style guidelines.
Support your submission with course material concepts, principles, and theories from the textbook and at least two scholarly, peer-reviewed journal articles.
Review the Critical Thinking Grading Rubric Critical Thinking Grading Rubric – Alternative Formats to see how you will be graded for this assignment.
,
International Management
International Management
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Chapter 14
Human Resource Selection and Development across Cultures
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Learning Objectives
Identify the three basic sources that MNCs can tap when filling management vacancies in overseas operations in addition to options of subcontracting and outsourcing
Describe the selection criteria and procedures used by organizations and individual managers when making final decisions
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3
Learning Objectives (continued 1)
Discuss the reasons why people return from overseas assignments, and present some of the strategies used to ensure a smooth transition back into the home-market operation
Describe the training process, the most common reasons for training, and the types of training that often are provided
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4
Learning Objectives (continued 2)
Explain how cultural assimilators work and why they are so highly regarded
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5
Challenge of Talent Retention in India
MNCs mistakenly use the same methods to try to retain employees in India as in the home country
Key to high retention – Employee engagement
HR practices to keep employees engaged
Performance management
Professional development
Manager support
Organizational commitment to a larger social purpose
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Importance of International Human Resources
Human resource management is key to an efficient and productive workplace
Understanding how employees feel they are being treated is important
Retention and commitment to the organization is achieved by focusing on employees and tailoring human resource management to the individual
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Importance of International Human Resources (continued)
Success of firms depends on attracting the most qualified employees and matching them to the jobs for which they are best suited
Sending employees overseas can be expensive
Investment in recruiting and training is required
Nature of the human resources process is changing as a result of ongoing pressures for reduced costs and increased efficiencies
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Sources for Human Resources
Home-country nationals
Host-country nationals
Third-country nationals
Inpatriates
Other potential sources
Subcontracting
Offshore outsourcing
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Home-Country Nationals
Managers who are citizens of the country where the MNC is headquartered
Called headquarters nationals or expatriates
Reasons to use home-country nationals
Start up operations
Provide technical expertise
Develop promising managers
Facilitate coordination and control
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Host-Country Nationals
Local managers hired by the MNC
Reasons to use host-country nationals
Countries expect the MNC to hire local talent
Cut cost of transferring and maintaining home-country personnel
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Third-Country Nationals (TCNs)
Managers who are citizens of countries other than the country in which:
MNC is headquartered
Managers are assigned to work by the MNC
Advantages of using TCNs
Salary and benefit package is less than that of a home-country national
Good working knowledge of the region or familiarity with the local language
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Third-Country Nationals (TCNs) (continued)
Achieve corporate objectives is more effective than with expatriates or local nationals
Substitute for expatriates and offer new perspectives to viewpoints of local nationals and headquarters personnel during rapid expansion
Possible to demonstrate a global or transnational image and bring unique cross-cultural skills to the relationship in joint ventures
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Inpatriates
Individuals from a host country or third country who are assigned to work in the home country
Called inpats
Help MNCs develop their global core competencies
Global managers or transnational managers are now emerging
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Offshore Outsourcing
Presents significant opportunities for cost savings, lower overhead, and access to qualified personnel
Politically controversial – Union groups, politicians, and NGOs have challenged MNCs’ right to engage in labor arbitrage
Can create quality control problems
Tool for managing and deploying international human resources
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Selection Criteria for International Assignments
General criteria
Adaptability to cultural change
Physical and emotional health
Age, experience, and education
Language training
Motivation for a foreign assignment
Spouse and family adaptability
Leadership ability
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Expat Assignments
Objective – To fill a managerial or technical gap
Employee benefits – Faster promotions, higher pay, stronger performance ratings, and more mobility within the company
Rejected due to family and spouse's career concerns
Extremely expensive and return on investment is difficult to quantify
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
International Human Resource Selection Procedures
Tests and interviews
Adjustment model
Anticipatory adjustments – Carried out before the expat leaves for the assignment
In-country adjustments – Takes place once the expatriate is on site
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Factors Influencing Anticipatory and In-Country Adjustments
Anticipatory adjustments
Pre-departure training
Previous experience the expat may have had with the assigned country
In-country adjustments
Ability to maintain a positive outlook
The job itself
Organizational culture and how easily the expat can adjust to it
Nonwork matters
Ability to develop effective socialization tactics
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Compensation
Base salary – Amount of money that an expatriate receives in the home country
Benefits – One-third of compensation for regular employees
Allowances – Expensive feature that covers a variety of expenses
Cost-of-living, relocation, housing, education, and hardship allowances
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Compensation (continued)
Incentives – Ongoing premiums are replaced with a one-time, lump-sum premium
Tax equalization – Any taxes that exceed what would have been imposed in the home country are paid by the MNC
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Approaches to Tailor the Compensation Package
Balance-sheet approach: Ensures the expat does not lose money by taking the assignment
Negotiation approach – Involves working out a special, ad hoc arrangement that is acceptable to both the company and the expat
Localization: Pays the expat a salary comparable to that of local nationals
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Approaches to Tailor the Compensation Package (continued)
Lump-sum method: Gives expats a predetermined amount of money and lets them decide how to spend it
Cafeteria approach: Gives expats a series of options and lets them decide how to spend the available funds
Regional system: Sets a compensation system for all expats who are assigned to a particular region
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Individual and Host-Country Viewpoints
Candidate motivations
Greater demand for their talents abroad than at home
Individual achievement and advancement
Security and good working conditions
Earning and fringe benefits
Host-country desires
Preference for a managerial style similar to that of their own country
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Repatriation
Return to one’s home country from an overseas assignment
Reasons for returning
Agreed-on tour of duty is over
Family concerns
Difficulty faced by spouses in acclimating to a new culture
Desire to educate children in a home-country school
Company restructuring
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Repatriation: Readjustment Problems
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26
Demotion of permanent position
Lack of opportunities to put foreign experience to work
Lack of communication about what would happen after return
Loss of salary and fringe benefits
Difficulty in adjusting to lower standard of living
Absence of cultural lifestyles
Less significance on international experiences
Transition Strategies
Help smooth the adjustment from an overseas to a stateside assignment
Repatriation agreements: Firm:
Agrees with the individual the duration of overseas posting
Promises to give the individual, on return, a job that is mutually acceptable
Some firms rent or maintain expatriates’ homes until they return
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Transition Strategies (continued 1)
Arranging an event to welcome and recognize the employee and family
Establishing support to facilitate family reintegration
Offering repatriation counseling or workshops to ease the adjustment
Assisting the spouse with job counseling, résumé writing, and interviewing techniques
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Transition Strategies (continued 2)
Providing educational counseling for the children
Providing the employee with a thorough debriefing by a facilitator
Offering international outplacement to the employee and reentry counseling
Arranging a postassignment interview with the expatriate and spouse
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Training in International Management
Helps ensure that employees' full potential is tapped in overseas assignments
Aids in understanding the customs, cultures, and work habits of the local culture
Simplest training – Placing a cultural integrator in each foreign operation
Topics in cultural training – Social and business etiquette, customs, economics, history, and politics
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Philosophies That Influence Training Programs
Ethnocentric MNC
Stresses nationalism and puts home-office people in charge of key international management positions
Polycentric MNC
Places local nationals in key positions and allows these managers to appoint and develop their own people
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Philosophies That Influence Training Programs (continued)
Regiocentric MNC
Relies on local managers from a particular geographic region to handle operations in and around that area
Geocentric MNC
Seeks to integrate diverse regions of the world through a global approach to decision making
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Reasons for Training
Organizational reasons
Help overcome ethnocentrism
Ethnocentrism: Belief that one’s way of doing things is superior to that of others
Improve the flow of communication
Increase overall efficiency and profitability
© 2018 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Reasons for Training (continued)
Personal reasons
Improve overseas managers' ability to interact effectively with local people and their personnel
Develop foreign language skills
Deal with arrogance, overruling of decisions, and criticism
Improve overall management style
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