市场营销跨管chapter

1、Chapter 9: Staffing, Training, and Compensation for Global OperationsPowerPoint by:Mohamad Sepehri, Ph.D.Jacksonville University9-1Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Chapter Learning GoalsUnderstand the strategic importance to the firm of the IHRM function and its var

2、ious responsibilities.Learn about the major staffing options for global operations and the factors involved in those choices.Emphasize the need for managing the performance of expatriates through careful selection, training, and compensation.9-2Copyright 2011 Pearson Education, Inc. publishing as Pr

3、entice Hall Chapter Learning GoalsDiscuss the role of host country managers and the need for their training and appropriate compensation package.Distinguish among various IHRM practices around the world.9-3Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Opening Profile: Staffing C

4、ompany Operations in Emerging MarketsBRICHave outpaced the supply of mid and upper-level managementBRICNeed for up to 75000 business leaders, but 30005000 may be availableBRICMany are simply not at the skill level required by foreign companies9-4Copyright 2011 Pearson Education, Inc. publishing as P

5、rentice Hall BRIC Countries 金砖四国Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 9-5BrazilDeficit at upper-level managementRussiaDeficit at all management levelsIndiaDeficit starting at the middle level. Also, dealing with the “brain drain”人才外流ChinaSevere deficit at all levels of m

6、anagementOpening Profile: BRICThe Shortage of Mid/Upper-Level ManagersOpening Profile: What Attracts the Potential Recruits in Emerging Markets?9-6Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall BrandA global “name brand” known for its excellencePurposeA company that is breaking i

7、nto new markets, with new models and strategyOpportunityA company that provides a fast-track training and career pathCultureAn organizational culture of openness and transparency IHRM FunctionsRecruitment and selectionTraining and developmentCompensation and performance managementManagement of expat

8、riates9-7Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Staffing for Global Operations 雇佣Ethnocentric Approach民族（母国）中心人事策略Polycentric Approach多中心人事策略（东道国为主）Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 9-8Used at internationalization stage of strategic expans

9、ion, with centralized structureParent-country nationals (PCNs)Often used with multinational strategyHost-country nationals (HCNs)Staffing for Global OperationsGlobal Staffing Approach全球中心人事策略Regiocentric Approach地区中心人事策略Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 9-9Third coun

10、try nationals (TCNs)Transpatriates跨国人员Can produce a mix of PCNs, HCNs, and TCNs 母国公民、东道国公民、第三国公民的混合体Strategic Mode, Organizational Variables, and Staffing OrientationAspect of enterpriseEthnocentricPolycentricRegiocentricGlobalStrategic orientationInternationalMultidomesticRegionalTransnationalPerpe

11、tuationExpatriates used for key positionsLocals used for key positions locallyRegional people used regionallyBest people used anywhereEvaluation and controlHome standards appliedDetermined locallyDetermined regionallyGlobally integratedRewardsHigh at home; low in subsidiariesWide variationBased on c

12、ontribution to regional objectivesBased on contribution to local and worldwide objectives9-10Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Managing Expatriates: Selection 选拔Job factorsRelational dimensionsMotivational stateFamily situationLanguage skills9-11Copyright 2011 Pearso

13、n Education, Inc. publishing as Prentice Hall Success categoriesCultural sensitiityManaging Expatriates: SelectionStressToleranceExtraversion9-12Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Predictors of success压力承受度Expatriates Performance Managementmajor causes of expatriate f

14、ailureSelection based on headquarters criteriaInadequate preparation, training, orientationAlienation or poor support from headquartersInability to adapt to the local culture9-13Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Expatriates Performance Managementmajor causes of expat

15、riate failureProblems with spouse and childrenInsufficient compensation and financial supportPoor programs for career support and repatriation9-14Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Expatriate Training and DevelopmentChinaEating duck tongue and pigeon headBrazilHome ph

16、ones dont workIndiaPervasive povertyIndonesiaRent paid 23 years in advanceJapanDoctors reveal little to patients9-15Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Expatriate Training and DevelopmentJapanese Expatriate PlanningSelection based on long-term knowledge of executives a

17、nd their familiesUse of longer assignments (e.g., 5 years)Extensive headquarters support9-16Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Cross-Cultural TrainingCulture ShockA state of disorientation and anxiety about not knowing how to behave in an unfamiliar cultureThe goal of

18、 training is to ease the adjustment to the new environmentSubculture ShockWhen a manager is transferred to another part of the country, where there are cultural differencesThe “shock” comes from feeling like an “immigrant” in ones own country9-17Copyright 2011 Pearson Education, Inc. publishing as P

19、rentice Hall Four stages of Cultural shockHoneymoon: positive attitudes and expectations, excitement, and a tourist feeling prevailIrritation and hostility: crisis stage when cultural differences result in problems at work, at home, in daily livinghomesick and disoriented.Gradual adjustment: recover

20、y process that the “patient” gradually es able to understand and predict patterns of behavior, use the language, deal with daily activities, they start to accept their new life.Biculturalism: manager and family members grow to accept and appreciate local people and practices and are able to function

21、 effectively in two cultures.Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 18videoOutsourcingCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall 19IHRM Process to Maximize Effectiveness of Expatriate AssignmentsCopyright 2011 Pearson Education, Inc. publishing as

22、Prentice Hall 9-20Evaluate potential problems.Select expatriates.Develop contracts.Assess development and support needs.Evaluate effectiveness and problems.Repatriate after successful assignment.Integrate value-added to firm.Debrief expatriate and family.To improve IHRM processTraining TechniquesAre

23、a studies 区域研究Culture assimilators 文化同化Language trainingSensitivity training 文化敏感性培训Field experiences 实地经验Host-family surrogate 代理屋主-homestay9-21Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Corporate Programs to Develop Global ManagersABB rotates 500 managers to different count

24、ries every 23 years.Pepsi brings foreign managers to the United States for one-year assignments.British uses informal mentoring between expatriates and potential assignees.9-22Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Management Focus: Citibank Gives Advice on Career Plannin

25、gBe mobile: to get somewhere, you have to go places!There is a growing need for a cadre of professionals with the global perspective to lead the organization.A global move is a good career moveExpatriate assignments offer an extraordinary opportunity for experience, learning, and personal and career

26、 enrichment.9-23Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Integrating Training with Global OrientationExport Stage出口阶段Multidomestic Stage跨国阶段Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 9-24Training need: low to moderateContent: interpersonal skills, cu

27、lture, customer values, business behaviorHCNs: train to understand parent-country products and policiesTraining need: moderate to highContent: interpersonal skills, culture, technology transfer, business practices and lawsHCNs: familiarize with production and service proceduresIntegrating Training w

28、ith Global OrientationMultinational Stage多国化阶段Global Stage全球化阶段Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 9-25Training need: high moderate to highContent: interpersonal skills, two-way technology transfer, corporate value transfer, strategy, stress management, culture, busine

29、ss practicesHCNs: training in technical areas, products and services, corporate cultureTraining need: highContent: global corporate operations, corporate culture transfer, customers, global competitors, strategyHCNs: training in proficiency in production and efficiency systems, corporate culture, bu

30、siness systems, global conduct policiesFactors that Influence the Integration of Expatriates with Local StaffFactors HelpingFactors HinderingCopyright 2011 Pearson Education, Inc. publishing as Prentice Hall 9-26Forming close working relationshipsLearning local languageTransferring technical/busines

31、s knowledgeIntegrating into local lifeCultural sensitivityWillingness to learnAdaptabilityNot using team conceptNot learning local languageArroganceSpouse/family adjustment problemsBeing autocraticWe-they mentalityLack of curiosityActing like back homeCompensating Expatriates外派人员薪酬Copyright 2011 Pea

32、rson Education, Inc. publishing as Prentice Hall 9-27DuPonts Global Transfer Center of Expertise creates perceptions of equity and goodwill.Companies are looking for ways to cut the costs of expatriate assignments.The need to reconcile parent- and host-country practices adds complexity.The balance s

33、heet approachTax equalizationComponents of the compensation package: salary, taxes, allowance, benefitsComponents of the Compensation PackageSalary工资Local salary buying power vs. home salaryTaxes税收Equalize any differential effects of taxesAllowances补贴Relocation expenses, housing, trips homeBenefits福

34、利Health insurance, stock options9-28Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Training HNCsFacilitates indigenizationLinks successful corporate culture and local cultureFacilitates e-business adoption9-29Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Mana

35、gement Focus: Success! Starbucks Java Style in BeijingChallenges: recruiting, motivating, and retaining Beijing managersChinese recruits want training and advancement opportunities more than money.9-30Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Management Focus: Success! Starb

36、ucks Java Style in BeijingRecruits are trained in management and in Starbucks cultureThree months in SeattleMake coffees in a real storeTraining, and resulting trust and participation, also serve as motivators9-31Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Compensating HNCsEas

37、tern Europeans require more cash than Americans. Compensation in Japan is ing more Westernized.Chinese workers resist pay for performance.9-32Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall Comparative Management in Focus:Compensation“Best Practices”Regional ClustersCountry Specif

38、icIncentives not too large, pay based on individual performance, reduce seniority payAsian and Latin countries use more seniority pay, group/team pay, and pay for future goalsUnited States uses less incentives than expected, China and Taiwan use more9-33Copyright 2011 Pearson Education, Inc. publish

39、ing as Prentice Hall Comparative Management in Focus:Selection“Best Practices”Regional ClustersCountry Specific“Getting along with others” and “Fit with corporate values”Anglo cluster focuses on technical skill, work experience; Korea, Japan, and Taiwan focus on work experience Japan looks at a persons potential; Korea relies on employment tests; Ta