International Human Resource Management

Managing people in a multinational context

Chapter Objectives

We identify and comment on observed trends and future directions:

• International business ethics and HRM • • Mode of operation and IHRM Ownership issues relating to IHRM requirements of organizations other than the large multinational, such as: o family-owned firms o non-government organizations (NGOs) • Safety and security issues IHRM Chapter 12 2

Terms

ethical relativist ethical absolutist ethical universalist

risk levels:

primary micro macro Bribery ≠ gifts ≠ facilitating payments ‘critical incident’ family-owned firms NGOs SMEs strategic IHRM FCPA OECD defining culture emic-etic distinction static group design translation & stimulus equivalence

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Figure 12-1 Returning to topics of strategic HRM in MNEs

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Table 12-1 Transparency International Corruption Perceptions Index 2006

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Starting point areas for corporate risk assessment categories

1.

In-facility emergency and disaster preparedness 2.

In-facility security 3.

Industrial espionage, theft, and sabotage 4.

Cyberterroism 5.

Out-of-facility fire and travel risks IHRM Chapter 12 6

Discussion Questions

1.

2.

3.

4.

5.

What is your view of international initiatives to criminalize foreign bribery?

Identify a number of HRM problems that typically arise with expatriate assignments. In what ways might the core ethical values and guidelines identified in this chapter apply to them?

Why is management succession frequently an issue for family owned firms?

Beyond checklists and systemic analysis, what actions can MNEs taketo reduce risks related to terrorism? What roles can HRM take in these processes?

What IHRM activities would be pertinent to the sending, by Médecins Sans Frontieres, of a medical team into a country such as Bangladesh?

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