Bohlander/Snell-Managing Hr
Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western
© STONE/GETTY IMAGES
chapter
15
International Human Resources Management
After studying this chapter, you should be able to objective Identify the types of organizational forms used for competing internationally.
objective
1 2 3 4
5 6 7 8
Identify the unique training needs for international assignees and their employees.
objective
Explain the economic, politicallegal, and cultural factors in different countries that HR managers need to consider.
objective
Identify the characteristics of a good international compensation plan.
objective
Explain how domestic and international HRM differ.
objective
Reconcile the difficulties of home- and host-country performance appraisals.
objective
Discuss the staffing process for individuals working internationally.
objective
Explain how labor relations differ around the world.
PART 6
Expanding Human Resources Management Horizons
639
Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western
640
PART 6
Expanding Human Resources Management Horizons
W
hen you pick up a newspaper or turn on the TV, you’ll notice that stories are constantly being told about companies competing globally. 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 threequarters of HR professionals from
© STONE/GETTY IMAGES
chapter
15
International Human Resources Management
After studying this chapter, you should be able to objective Identify the types of organizational forms used for competing internationally.
objective
1 2 3 4
5 6 7 8
Identify the unique training needs for international assignees and their employees.
objective
Explain the economic, politicallegal, and cultural factors in different countries that HR managers need to consider.
objective
Identify the characteristics of a good international compensation plan.
objective
Explain how domestic and international HRM differ.
objective
Reconcile the difficulties of home- and host-country performance appraisals.
objective
Discuss the staffing process for individuals working internationally.
objective
Explain how labor relations differ around the world.
PART 6
Expanding Human Resources Management Horizons
639
Managing Human Resources, 14e, Bohlander/Snell - © 2007 Thomson South-Western
640
PART 6
Expanding Human Resources Management Horizons
W
hen you pick up a newspaper or turn on the TV, you’ll notice that stories are constantly being told about companies competing globally. 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 threequarters of HR professionals from