Professional Documents
Culture Documents
International HR Management
International HR Management
GOING INTERNATIONAL
Exporting Licensing
One firm leases the right to use its intellectual property to another firm in exchange for a fee
Franchising
An independent organization operates a business under the name of another in exchange for a fee
Market approach
Parent company maintains centralized control Hybrid combination of multilocal and export
Extent of cultural diversity Approach taken to multinational entry Top management attitudes (parochialism)
International HR Strategies
Ethnocentric
Centralized HR Managed by Parent Country Nationals (PCNs) Pay based on local market for employees; home country for PCNs Training aimed at KSAs to perform the job
Polycentric
Decentralized HR Managed by Home Country Nationals (HCNs) Pay based on local market Training given added importance
International HR Strategies
Geocentric
Global workforce deployed throughout the world Positions filled by most qualified regardless of nationality: HCNs, PCNs, or TCNs, Compensation based on value-added Training and development emphasized
Regiocentric
it change the essence of HR? Culture Shock Cultural arrogance (Parochialism) Cultural Insensitivity The Key success factor?
Cultural adaptability
CULTURAL ENVIRONMENT
Space
Structural & interpersonal
Time orientation
Punctuality Monochronic vs. Polychronic
HOFSTEDES DIMENSIONS
Individualism
vs. Collectivism Power Distance Uncertainty Avoidance Masculinity vs. femininity Long-term orientation