Hr Lesson 10: International Hrm Challenge

Front 1

What are the stages of a global organization?

Back 1

Front 2

What are the different approaches to managing an international subsidiary (from an HR perspective, e.g. staffing)? Explain each.

Back 2

Front 3

What are the advantages to using local employees to staff?

Back 3

Front 4

What are the advantages to using expatriates to staff?

Back 4

Front 5

What are the disadvantages to using local employees to staff?

Back 5

Front 6

What are the disadvantages to using expatriates to staff?

Back 6

Front 7

What are the major reasons international assignments fail?

Back 7

Career blockage: Initially, many employees see the opportunity to work and travel abroad as exciting. But once the initial rush wears off, many feel that the home office has forgotten them and that their career has been sidetracked while their counterparts at home are climbing the corporate ladder.

Front 8

What are some common issues upon return? Explain each (4)

Back 8

1. Lack of respect for acquired skills: The expatriate who has gathered a wealth of information and valuable skills on a foreign assignment may be frustrated by the lack of appreciation shown by peers and supervisors at corporate headquarters.
2. Loss of status: Returning expatriates often experience a substantial loss of prestige, power, independence, and authority. (having more responsibility in the abroad office).
3. Poor Planning for Return Position: Uncertainties regarding their new career assignment may provoke much anxiety in returning employees. One survey suggests that more than half of expatriates were unaware of what job awaited them at home.
4. Reverse Culture Shock: Living and working in another culture for a long time changes a per- son, especially if he or she has internalized some of the foreign country’s norms and customs. Expatriates are usually unaware of how much psychological change they have undergone until they return home.

Front 9

How should HR select employees for international assignments?

Back 9

Front 10

For the following kind of assignment, what should be the approach to cross-cultural training?
Length of Stay: 1 - 3 years

Back 10

Impression Approach: the most extensive training that prepares for long assignment with greater authority and responsibility (includes field experiences and extended language training and all the things written below impression approach)

Front 11

For the following kind of assignment, what should be the approach to cross-cultural training?
Length of stay: 2 - 12 months

Back 11

Affective Approach: focuses on providing the psychological and managerial skills the expatriate will need to perform effectively during a moderate-length assignment

Front 12

For the following kind of assignment, what should be the approach to cross-cultural training?
Length of stay: 1 month or less

Back 12

The least expensive type of cross-cultural training, the information-giving approach, lasts less than a week and merely provides indispensable briefings and a little language training.

Front 13

How should compensation be handled with international assignments?

Back 13

Front 14

Describe the balance sheet approach to compensation for expatriates

Back 14

Front 15

What are Hofstede's dimensions (AGAIN)

Back 15