Transcript Slide 1

International Human Resource Management
Managing people in a multinational context
Chapter Objectives
We address:
• Multinational performance management at the global and local level:
o considering aspects such as non-comparable data,
o the volatility of the global environment,
o the effect of distance, and
o level of subsidiary maturity
• Performance management as part of a MNE’s control system
• Factors associated with expatriate performance, including compensation
package, task and role, headquarters’ support, host environment factors
and cultural adjustment
• Performance management of expatriates and non-expatriates, and for
those on non-standard tasks and assignments such commuter and virtual
issues related to the performance appraisal of international employees
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Terms
non-comparable data
sales on consignment
face-to-face
‘going native’
role clarity
work adjustment
360-degree feedback
‘saving face’
Assignments:
technical
developmental
strategic
functional
Expatriate tasks:
chief executive officer
structure reproducer
troubleshooter
operative
formal control mechanisms
‘international employees’
‘corporate governance’
psychologically distant
host environment
customized performance appraisal form
cultural adjustment
performance feedback
performance appraisal
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IJV
FCPA
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Perspectives, issues, actions and consequences in
MNE performance management
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MNE subsidiary performance constraints
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Whole versus part
Non-comparable data
Volatility of the global environment
Separation by time and distance
Variable levels of maturity
Control and performance management
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MNE control and performance
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Variables affecting expatriate performance
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PCN role conception
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TCN role conception
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HCN role conception
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Discussion Questions
1. In the section on the volatility of the global environment, several world
events were listed that have had profound implications for the global and
local strategies of MNEs. Select a recent world event, identify the specific
HR implications that may arise from this, and devise policies as to how
these may be handled.
2. Discuss the major factors associated with appraisal of expatriate managerial
performance.
3. ‘One of the dangers of performance appraisal is that, because the focus is
so much on a particular individual, the teamwork aspect gets lost. In an
international location, it is perhaps desirable to focus more on how the PCN
has settled in and is operating as part of a team rather than as an individual
at the possible detriment of the team.’ Do you agree with this statement?
4. Why is it important to include hard, soft and contextual goals when
assessing managerial performance?
5. In what ways would the role of a manager working in a non-standard
international assignment differ from that of a typical expatriate manager?
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