MNEs become more alike as they discover universal HRM best practices is an example of

What are the types of employees utilized by international businesses?

-PCNs (parent-country nationals) -HCNs (host-country nationals) -TCNs (third-country nationals)

When does the international recruitment function begin?

After an organization's immediate and long-term labor needs are defined

In order to find individuals interested in international work and those interested in permanent international careers, MNEs need to find candidates with high what?

Receptivity to international careers (refers to an individual's attitude toward international careers)

Refers to the process of moving any employee from one country to another for a period of more than one year

Questions should be addressed before recruiting process:

• How many applicants does the organization need in the short term (<1 yr) and the long term (1-3 yrs)? • Does the organization need applicants with short-term commitment or long-term commitment? • Does the organization offer compensation packages below, at, or above market average? • Does the organization want applicants who are different from the company’s current employees? • What type of competencies does the organization need in new applicants?

What is the difference between recruiting and selecting?

-Recruiting involves searching for and attracting qualified applicants to create an applicant pool. -Selecting focuses on gathering and analyzing information about applicants in order to select the most suitable person or persons for the job.

This refers to the process of bringing an IA (International Assignee) and family back "home" from the foreign assignment

Most of the time and effort of IHRM is spent in the _______ and ________ of expatriates.

Management and administration

What are the (4) key reasons that MNEs transfer personnel from one country to another?

-Functional expertise -For control -To start new operations -For managerial development purposes

-This term was used by companies to refer to employees who were relocated from the parent company or headquarters to foreign subsidiaries or "overseas" operations. -Today, this term is more generally used to describe the process of moving any employee from one country to another for a period of more than one year, while staying in the employment of the same firm.

-Expatriates -International assignee

-Sometimes there is simply a shortage of qualified skills in local nationals, although this is becoming less of a concern because of what (2) things? -What is a more pressing concern?

-Global communications and education -Lack of supervisory and managerial skills in emerging markets

The process of finding candidates from labor markets that are geographically dispersed is called what?

-This refers to finding candidates from within the organization and includes what (6) categories?

-Internal recruiting sources 1. Global Talent Management Inventories 2. In-house Global Leadership Programs 3. Former/Current Expatriates 4. Nominations 5. Internal Job Posting/Intranet 6. International Succession Planning Programs

Electronic records of employees' work-related information such as knowledge, skills and abilities, education, past performance, interests, etc.

Global Talent Management Inventories

Educational programs designed to provide leadership competencies to high-potential employees

In-house Global Leadership Programs

Individuals who have been on foreign assignments or are currently on an assignment

Former/Current Expatriates

Recommendations from potential supervisors and/or other expatriates

Job advertisement that can only be viewed by current employees, usually posted on the company's intranet system

Internal Job Posting/Intranet

Internal programs designed to prepare high-potential employees for overseas positions such as "look-see visits" or "short-term developmental" foreign assignments

International Succession Planning Programs

-This locates candidates from outside the organization and includes what (7) categories?

-External recruiting 1. Employee Referrals 2. Job Fairs 3. Company Internet Sites 4. Executive Search Firms 5. Professional Associations or Networks 6. Competing Firms 7. Global Leadership Programs in Universities and Colleges

Recommendations from current employees or expatriates

Organized events where employers and potential applicants can meet each other

A company's dedicated career website that allows applicants to learn about employment opportunities within the organization. Each country/region/subsidiary usually has a dedicated career website.

Recruiting firms that specialize in particular types of individuals or industries

Members of professional associations are potential applicants (e.g., LinkedIn)

Professional Associations or Networks

Currently expatriates or former expatriates from competitor firms are potential applicants. Also referred to as Employee Raiding which can be unethical or illegal in certain countries

Most of these programs prepare senior-level students for global leadership positions

Global Leadership Programs in Universities and Colleges

This refers to an individual's attitude toward international careers and is one of the most frequently studies factors in assessing why people undertake careers in international work

Receptivity to international careers

This refers to the evaluation by potential candidates of an organization as a desirable place of work.

Because of the nature of most international assignments, selections for international transfer are most successful when based on what (4) factors?

• Maturity • Ability to handle foreign languages • Positive attitude and outlook on the assignment • Appropriate personal characteristics

From the viewpoint of persons being considered for international assignment, studies suggest that two specific factors are primary in their decisions to take on such an assignment. What are they?

Increased pay and perceived improved career opportunities

Two major new challenges related to the successful implementation of cross-border teams are a. managing people you can't see and redefining the role of management itself b. managing conflict and working in isolation c. supporting managers with appropriate IHRM strategies and rewarding performance d. managing communications in large teams and increasing diversity

a. managing people you can't see and redefining the role of management itself

The use of virtual teams will become more prevalent because a. technology now makes it easier for cross-border teams to meet in a virtual fashion b. this approach costs firms less in terms of travel and relocation expenses c. the complexity of international business requires interaction of people with multiple competencies from many locations d. all of the above

Drivers of the growth of international acquisitions include all of the following except a. the need to grow the business to compete with other firms b. to acquire assets and resources needed to compete c. a faster way to develop a presence in the local market d. the desire to develop all of the required resources internally

d. the desire to develop all of the required resources internally

Unlike an acquisition, an international alliance is ongoing and needs to be governed throughout as a _______ a. process b. relationship c. task d. none of the above

Which of the following is not typically a reason for pursuing an acquisition or international alliance? a. to enhance industry consolidation b. to enable geographic expansion c. to form a firm with superior market advantages d. to create a niche market

d. to create a niche market

In current actual practice, the typical due diligence review of target firms during the precombination phase ________ considers the critical people, organizational, and HR issues that often provide the reasons for the success or failure of the combination a. often b. sometimes c. rarely d. never

Which of the following is not an activity that HR professionals can do as part of a due-diligence process? a. creating a SWAT team b. creating a checklist of items to evaluate c. developing an action plan once the process is started d. dealing with concerns about the nature of the new firm

c. developing an action plan once the process is started

IHRM due-diligence includes examining concerns, including a. adequate funding of health care plans b. foreign employment regulation c. HR department practices, policies, and organizations d. all of the above

A general resistance to _______ is a frequently mentioned cause of integration problems a. technology b. management c. change d. all of the above

The process of acculturation can result in which of the following: a. dissimilation b. assumption c. revision d. de-culturation

Which of the following is a pressure driving the internationalization of business? a. increased travel b. rapid and extensive global communication c. migration of large numbers of people d. all of the above

Measures of the growth of international business include which of the following: a. the numbers of enterprises conducting business across borders b. the growth in foreign direct investment (FDI) c. the value of trade between countries d. all of the above

The HR manager in the headquarters of a multinational firm has a focus on ______ as a part of their role in developing IHRM practices a. developing policies and practices from the center out to all foreign operations b. being on the receiving end of policies and practices c. only resolving local issues d. all of the above

a. developing policies and practices from the center out to all foreign operations

Which of the following job settings involves the management of IHRM issues? a. HR manager in a domestic (local) firm b. HR manager in a firm with foreign owners c. HR manager in regional headquarters of a MNE d. all of the above

In many countries, the domestic (local) firms confront IHRM specific challenges, including a. responding changes in local legislation b. the hiring of employees who come from another country c. training employees in the use of new systems d. all of the above

b. the hiring of employees who come from another country

Reasons for the need for most firms to consider internationalization and its impact for them from an HR perspective include all of the following EXCEPT: a. the need to know how the merge cultures b. to effectively manage the HR budget c. to developing strategies for managing diverse languages d. the need to address different expectations of employees from multiple countries

b. to effectively manage the HR budget

The HR functions and activities associated with managing employees who are sent on international assignments include all of the following EXCEPT: a. understanding foreign taxes b. lowering the level of risk and liabilities c. work visas d. assistance with international relocations

a. understanding foreign taxes

Which of the following is not a way in which IHRM differs from domestic HRM? a. more HR functions and activities b. a broader expertise and perspective c. less involvement in people's lives d. more external factors and influences

c. less involvement in people's lives

Which of the following is not codified as a domain of IHRM knowledge? a. global strategic HR b. global staffing c. global tariffs and trade regulations d. global compensation and benefits

c. global tariffs and trade regulations

The internationalization of HRM involves a. developing a global mindset inside the HR function b. aligning core HR processes and activities with global competition requirements c. enhancing global competencies and capabilities within the HR function d. all of the above

Market entry choices for an internationlizing firm are dictated by a. the firm's own internationalization strategy b. options available to the firm in particular countries c. timing of its entry in markets d. all of the above

Methods of entry into international business include a. licensing and subcontracting b. outsourcing and offshoring c. mergers and acquisitions d. all of the above

A greenfield project requires ______ development of facilities than does a brownfield project a. less b. more c. about the same

Reasons for entering into IJV agreements include a. to avoid host government requirements and insistence b. to gain reduced economies of scale c. to shift some of the risks to the IJV partners d. none of the above

c. to shift some of the risks to the IJV partners

International outsourcing leads to all of the following except a. posting of international assignees b. ongoing business travel c. lessening of training d. none of the above

Outsourcing success depends on all of the following factors except a. executive-level support in the client organization for its outsourcing mission b. ample communication to affected employees c. the efforts of competing firms to manage contracts and agreements d. the firm's ability to manage its service providers

c. the efforts of competing firms to manage contracts and agreements

Issues that firms should consider when relocating services offshore are a. expertise in managing remote locations b. cost of labor c. language skills d. all of the above

Using a home country standard as a reference in managing international activities is indicative of a(n) ______ orientation a. geocentric b. regiocentric c. polycentric d. ethnocentric

A firm has reached the level of a global orientation, a(n) ______ mindset will develop and be adopted a. ethnocentric b. geocentric c. polycentric d. regiocentric

An IHRM strategy's effect on organizational effectiveness is _______ dependent on how well the IHRM strategy fits with and supports a MNE's business strategy a. often b. rarely c. always d. sometimes

A firm pursuing an active IHRM strategy is characterized by HR at corporate headquarters and HR at the subsidiary trying to ______ the control over HR decision making a. avoid b. balance c. re-allocate d. decentralize

The complexity of international business is forcing firms to a. deal with a greater number of political uncertainties b. manage an increasing number of partnerships c. develop new mental mindsets d. all of the above

Which of the following is TRUE about firms who are successful at exploiting emerging opportunities internationally a. their success depends on how well they interpret the dynamic world in which it operates b. their success depends on how well they mobilize their local resources in their country of origin c. their success depends on how well they determine what their core business is and their ability to expand

a. their success depends on how well they interpret the dynamic world in which it operates

Organizational _____ refers to the formalized arrangement of organizational components such as headquarters, business units, and product lines in an organization a. systems b. structure c. design d. silos

The process or style used by management to arrange the various components of the organization is referred to as a. organizational design b. organizational change c. organizational structure d. none of the above

Which of the following is a factor in determining organizational structure? a. the firm's stage of international development b. the diversity and complexity of business operations c. the amount of cross-border coordination required by the firm's strategy d. all of the above

The emphasis on increased layers and size of formal organizational structures and more sophisticated systems has a. slowed down communication, learning and decision-making b. limited firms' abilities to adapt to local differences c. increased managements' ability to respond to local issues d. A and B

Organizations with an international structure face a. weak pressures for local responsiveness b. fewer coordination and control issues than those with a global structure c. weak pressure for a worldwide integration d. all of the above

Organizations that are in the early stages of internationalization usually have ______ divisional structure a. global matrix b. geographic c. product d. functional

Managers can have a significant impact upon the success of internationlized firms by developing informal ______ throughout the many centers of the firm a. systems b. networks c. practices d. teams

-Define culture -A group's culture...

-Culture is the characteristic way of behaving and believing that a group of people have developed over time and share in common

: • Gives a sense of who they are, of belonging, of how they should behave • Provides the capacity to adapt to circumstances and to transmit this knowledge to succeeding generations • Affects every aspect of the management process

-Things that can be readily observed, such as dress, food and ways of eating, architecture, and  customs

-Values, religions, and philosophies about things like child rearing, views of what is right and wrong

-the culture’s universal truths, the bases for all of a culture’s values and beliefs

-Surface or explicit culture (the outside layer) - Hidden culture (the middle layer) - Invisible or implicit culture (the core)

The more countries MNEs interact with, the more ______ and ______ conducting business becomes

An increasing number of researchers are assessing whether or not the wide variety of cultures around the world can be ______ to a more ______ set of cultures with similar characteristics

reduced to a more limited set

-This person conducted the first major study of cultural values in a large sample of countries (initially 53) at one of the major multinational corporations now known to have been IBM -What are the work-related factors (dimensions) identified in the study?

-Geert Hofstede -Work-Related Factors (as dimensions): -Acceptance of power distance between bosses and subordinates -Individualism or collectivism -Masculinity or femininity in social values -Uncertainty avoidance or tolerance for ambiguity

What were the research findings in Hofstede's research?

• Countries consistently showed similarities and difference based on these characteristics • MNEs should not attempt to impose parent country managerial practices and organizational systems on their foreign subsidiaries

What are the 3 steps to developing cross-cultural competence?

-Recognize (increased awareness of one's own cultural perspective) -Respect (appreciate cultural differences) -Reconciliation (resolve differences, integration, adaptation)

-This person conducted research on culture amongst over 15,000 employees in over 50 countries working at Royal Dutch Shell -What are the 5 cultural factors that this researcher categorized countries into?

-Fons Trompenaars -Cultural Factors: -Emphasis on rule (universalism) vs. relationships (particularism) -Acting together (collectivism) vs. individualism -Neutral versus emotional as the range of emotions expressed -Diffuse vs. specific involvement with other people -Achievement vs. ascription in according status to other people

What was the research finding in Trompenaars' research?

Persons act and respond as their cultures have taught and influenced them to behave

-Richard Gesteland observed that variances in four general patterns of

behavior provide critical help in understanding international marketing, negotiating, and managing -What are these 4 patterns?

-cross-cultural business behavior -Patterns: -Deal focus vs. relationship focus -Informal vs. formal cultures -Rigid-time (monochromic) vs. fluid-time (polychromic) cultures -Expressive vs, reserved cultures

What are the dangers of oversimplification?

Concern that the focus on country differences falls short on two levels:

• It provides little explanation of within-group differences, i.e., it treats countries or cultures as homogeneous wholes, with everyone within the country or culture being alike • It provides little understanding of how cultures change, i.e., it tends to treat cultures as a given—impermeable and static

-What (4) things do countries develop unique patterns of? - For many firms, these organizational values take precedence over _________, particularly when there is a conflict between the two

• values (what you believe to be important. defended by your beliefs) • norms (expectations about how people should behave that are shaped/created by society) • beliefs (something you think to be true) • acceptable behavior -country cultures

APPROACHES TO HANDLING ANOTHER CULTURE-Adoption of similar “best practices” - The strong influence exerted by countries’ cultural values and practices on a MNE’s business and HR practices - The intermixing of cultural systems between different countries - The optimal trade-off between globalization and localization

APPROACHES TO HANDLING ANOTHER CULTURE

-Convergence -Divergence -Cross-vergene -Glocalization

What are the (4) criticisms of IHRM research?

• Lacks analytical rigor • Relies too heavily on description of organizational practices and not critically evaluating such practices • Suffers from expediency in research design and planning • Lacks the sustained effort needed to develop case material and other types of longitudinal studies (studies performed over a long period of time)

What are the (4) factors limiting IHRM research?

•Expense:

multinational or cross-border or cross-cultural research is expensive

requires more time and travel than domestic research

requires skills in multiple languages and sensitivity to multiple cultures

requires more cooperation among numerous individuals from different countries, companies and, often, governments

What are the (5) problems frustrating IHRM researchers?

• Inconsistent/vague definitions of terms like culture • Inaccurate translation of key terminology • Difficulties in obtaining representative or equivalent samples of research subjects • Difficulties in isolating variables of interest in different cultures • Difficulty in isolating cultural differences—versus identifying cultural characteristics common across varying cultures—amid varying national economic and political realities

What are the (3) forms of IHRM research?

-Cross-cultural: the study of issues or practices, comparing one country to another -Multicultural: the study of a practice or issue in a number of countries or cultures -Descriptive: describing HR practices in one or more countries that are "foreign" to the researcher

What are the (3) basic forms of cross-cultural research?

-Universal -Situational -Convergent

A researcher with this perspective has the attitude that there exists some all-encompassing cultural characteristics; his or her research task is to identify them and thus demonstrate that certain management and HR practices will work anywhere

A researcher with this perspective maintains that there are different managerial practices for different circumstances; thus his or her task is to identify the cultural circumstances in which HR or management practices differ or which practices differ based on which cultural variables

A researcher with this perspective begins with a view (and tries to verify) that countries with similar industrial and cultural backgrounds will converge to a common set of management practices as they approach similar levels of economic maturity

What are the (5) specific difficulties of IHRM research?

• Focus of Research • Emic:(me)identifying culture-specific aspects • Etic:(others)identifying culture-common aspects • Language Problems • Measurement/Methodological Problems • Equivalence Problems 1. Metric (stimulus) equivalence 2. Conceptual equivalence 3. Functional equivalence 4. Subjectivity of the research topic and concept 5. Factors other than culture

In today's world we need...

-high IQ

-high EQ (emotional intelligence)

-high CQ (cultural intelligence)

What are the (3) key elements of cultural intelligence?

Cultural strategic thinking-what do you know (head)

Cultural motivation-affects how you feel about topic (heart)

Cultural behavior-what you do (hand)

9 situations in which particular cultural influences on IHRM are important include:

• Recruiting and hiring practices • Building business relationships • The role and use of multiple languages and communication • Perceptions of organizational justice • Decision-making • Performance evaluations and feedback • Management and leadership development • Development of a global mindset • Varying perspectives on careers across cultures

-An emerging interdisciplinary field that refers to the processes of influencing foreign government policy and regulatory decisions that affect global trade -What (7) things does this involve?

-Commercial diplomacy • Trade negotiations (e.g., tariff and non-tariff trade barriers) • Impact of policy on decision-making (e.g., business interests) • Government regulations (e.g., affecting banking)  • Legislation (e.g., anti-trust/competition law) • Standards (e.g., health, safety)  • Industrial subsidies (e.g., agricultural, R&D) • Corporate conduct (e.g., corruption and bribery )

-This suggests that what is right is whatever a society defines as right

-This definition may be at what two levels?

-Ethical relativism

-May be at the

or at the

This takes the view there is a single set of universal ethical standards or principles, which apply at all times, in all circumstances, in all cultures

Describe the 3 major legal systems and their key differences

•Common law

- A constitution enunciates a few, long-standing, general principles to which everyone is subject. The law, then, is based on tradition as stated in the constitution

Based on an all-inclusive system of written rules, of which there are three types: commercial, civil, and criminal

Most common of which is Islamic law, or Sharia, which refers to the “way” Muslims should live or the “path” they must follow

What are the (7) labor standards that apply to many countries/firms that conduct international business?

• Freedom of association (i.e., the right to organize and to bargain collectively) • EEO and non-discrimination • Prohibitions on child + forced (prison/slave) labor • Basic principles concerning OSH • Consultation w/ workers’ groups prior to substantial changes (workforce reductions and plant closures • Grievance or dispute resolution procedures • Use of monitors (internal or external) to audit employment practices

-Plays a relatively insignificant role in establishing employment laws or standards -Mainly deals with politics, peace/war, and the economy - Until recently, only operated in this domain through agencies such as the International Labor Organization

Primary goal is to improve working conditions, living standards, and the fair and equitable treatment of workers in all countries

International Labor Organization (ILO)

- Focus is broader than that of the ILO - Coordinates economic policy to address globalization issues through the promotion of economic, environmental, and social policy among its members

-Helps businesses, labor unions, and NGOS by providing them with a global framework for responsible business conduct

The Organization of Economic Cooperation and Development (OECD)

- Research on the relation between trade policy reform and labor markets (wages, unemployment, etc.) -Protection of “social safety nets” during structural reforms of economies

World Bank and International Monetary Fund (IMF)

- Replaced General Agreement on Tariffs and Trade (GATT) - Defers to ILO for pursuit of global labor standards

-Mostly corporate

-Multilateral tariff reductions are negotiated

-Non-tariff trade barriers are reduced

-International trade disputes are reviewed and adjudicated

World Trade Organization (WTO)

- Social Charter sets out 12 principles of workers’ fundamental rights - Established the European Social Fund to promote worker mobility - Adoption of employment standards prevents locating of MNE in pursuit “softer” employment standards

-Goal is to accelerate economic growth, social progress, and cultural development and to promote peace and stability in south-east Asian region.

-Brunei, Indonesia, Malaysia, Philippines, Singapore, Thailand

Association of South-East Asian Nations (ASEAN)

-Purpose is to facilitate and enhance economic growth, trade investment, and cooperation among it’s 21 member economies.

-Its membership represents about 40% of the world's population and about 44% of world trade

Asia-Pacific Economic Cooperation (APEC)

What IHR managers must do in regards to the global legal/regulatory context of MNEs

•Comply with laws of countries which it operates in

•Req. knowledge of local laws and regulations

•Req. knowledge of international labor standards and supranational binding regulations

•Req. knowledge of extraterritorial laws

These Employment laws vary significantly among countries and IHR should use local HR practitioners when possible

National Laws and Regulations

- Laws that are either directly binding on member states or indirectly binding on employers - Directives seek to harmonize (reduce the legal diversity of) legislation among member states

-A law that applies to you "above" the level of your own legal system. That is, it is a law that you have agreed with another country to have apply to any agreements you made. Look at it as a legally-binding contractual agreement between countries. 

- Are laws that apply beyond the sovereign territory of the nation that enacted them - Apply only if they do not conflict with host county laws (foreign compulsion defense)

-A law of a country that is binding on its citizens and organizations (e.g., companies) outside of the borders of the country. For example, U.S. companies are not free to discriminate or otherwise violate the Civil Rights Act of '64 ANYWHERE, no matter where.

• Title VII of the Civil Rights Act • Age Discrimination Act • Americans with Disabilities Act • Foreign Corrupt Practices Act • Sarbanes -Oxley Act ...are all examples of what?

US Laws with Extraterritorial Intent

What are the (4) factors of the integrated enterprise test that determine integration?

-Interrelation of Operations -Common Management -Centralized Control of Labor Relations -Common Ownership or Financial Control

- Apply to local foreign-owned commercial enterprises. Friendship, commerce, and navigation (FCN) treaties make exceptions for key parent-country personnel of commercial entities -What are exempted from these?

-National Laws - Foreign government-owned enerprises are exempted from national laws and civil claims

What are the (5) comparative law major issues for IHRM?

-Immigration and Visas -Data Privacy and Protection -Anti-discrimination and Harassment -Termination and Reduction in Force -Protection of Intellectual Property

-When you use something for a particular time and then someone else can use it. -Ability to copy something else

This relates to what is right and wrong in business conduct across borders and the impact of cultural (country and company) variances on ethical conduct of MNEs. Also relates to issues of corruption and bribery, and the various ethical dilemmas that MNEs face in the conduct of their international activities

The International Framework of Ethics an Labor Standards

An employment practice that is illegal or viewed as wrong in the home country but is legal or acceptable in the host country is an example of what?

An ethical dilemma in IHRM

-Refers to the basis upon which decisions are made in organizations and involves the structure and relationships that determine how corporate objectives are met and regulated by the different performance monitoring mechanisms—the management team, board of directors, investors, and shareholders

-Is defined as meeting the needs of the present without compromising the ability of future generations to meet their own

-How do you determine this? (4 reasons)

-Corporate sustainability

Is the decision fair to employees?

Is the decision sustainable in the long run?

Is the decision green in terms of the carbon footprint?

Is the decision-making process transparent and open for scrutiny?

Absolute union membership is lowest in countries like _______ and largest in countries like _______

American unions are most likely....

How long does the typical union contract last?

• Established in 1945 to bring together trade unions around the world in a single organization modeled after the UN • After a split in 1949, it is now primarily a federation of state-run unions from communist countries

World Federation of Trade Unions (WFTU) to the OECD (Organization of Economic Cooperation and Development)

• An international confederation of national trade unions established in 1949 after a split with the WFTU • It grouped the major unions in the western world. The ICFTU was dissolved in 2006 to join the ITUC

International Confederation of Free Trade Unions (ICFTU)

• An umbrella organization of national trade union federations (154 countries and 168 million workers) to defend workers’ rights in the era of globalization • P rimary mission is the promotion and defense of workers’ rights and interests, through international cooperation between trade unions

International Trade Union Confederation (ITUC)

• E stablished in 1973 to promote the interests of working people and to represent them in EU institutions • P rime objective is to promote the European Social Model by being actively involved in economic and social policy-making at the highest level, working with all EU institutions

European Trade Union Confederation (ETUC)

• An international trade union confederation inspired by the basic values of Christian humanism • U nites autonomous and democratic trade unions from countries all over the world, but mainly from Third World countries

World Confederation of Labor (WCL)

• An international trade union organization which has consultative status with the OECD • Interface for labor unions with the OECD and its various committees

Trade Union Advisory Committee (TUAC) to the OECD (Organization of Economic Cooperation and Development)

• An international federation of national and regional trade unions representing specific industrial sectors and occupational groups • Most major unions are members of one or more GUFs

Global Union Federations (GUFs)

• What rules will apply to the resolution of disputes? • What rules will apply to the process of negotiations? • What law will cover the negotiations, e.g., between companies in two or more countries or between companies and their unions in multiple countries?

Dealing with International Labor Organizations

Have the right to receive information and to be consulted relative to decisions the firm makes that will have social and economic consequences for employees

• The legal requirement that employees participate on supervisory boards or boards of directors • Requires management to obtain their agreement when major strategic decisions are to be made.

What is on of the greatest pressures for IHRM and MNEs?

Increased possibility of litigation

What are the only mandatory subjects for bargaining in the U.S.?

Wages, hours, and working conditions

The enterprise’s present employees

Potential employees (the labor market) from which a firm attracts and hires its work force

Successful organizations of the future will be those that can attract the best global talent and nurture, develop, and retain it

International Workforce Planning involves what (5) categories?

-Availability of data -Population characteristics: shortages and surpluses -Increasing Diversity of Labor Forces and Workforces -Labor Mobility: Emigration and Immigration -Brain Drain and Job Exporting

-Tendency to hire from the HQ country and send employees on international assignment to the subsidiaries

-Preference to use locals from the subsidiary country

-Favor using people from the region

-Source talent from anywhere in the world

-Ethnocentric staffing -Polycentric staffing -Regiocentric staffing -Geocentric staffing

PCNs who have worked for more than one year in a foreign subsidiary of their MNE

-Expatriate PCNs who have returned to their home country - Employees (HCNs or TCNs) who have relocated to a company location in the parent company’s headquarters home country

-Repatriates -Inpatriates

-Purposes include using IAs as general managers or directors for subsidiary start-ups and to roll-out new products; for technology transfer; to solve problems; to perform functional tasks such as accounting, sales, and manufacturing; and for organizational control

-Purposes include management development, transfer of knowledge and the socialization of locals into the corporate culture and values

-

Purposes of international staffing assignments-Demand-driven -Learning-driven

This is the term used to describe international assignees who are relocated by their managers without ever informing HR (that is, they "fly under the radar"), so that they do not show up in the records, benefits, and support systems used to manage such employees. Many short-term assignees fall under this category

These are employees who spend essentially their whole careers in international assignments, moving from one local to another

Permanent cadre/globalists

These are individuals who have emigrated and are hired by firms in the firm's parent country to return to their original homes or are foreigners with experience in the firm's parent country, who have returned to their original homes and are now hired to work in the foreign (to the firm, but home to the individual) country

This is the situation where all or most of the work is performed across borders via electronic media: tele-conferences, e-mail, telephone, video-conferences, fax, etc. 

-Decide where to recruit -Decide who to hire -Decide if going back

-Sourcing -Recruiting -Selection

What type of expatriate is an MNE most likely to have if it is starting to go international after years of domestic market bliss?

In which of these economies do SMEs form more than 99% of the enterprises?

Which three dimensions are represented in Morgan's model of Ihrm?

What activity in international HR would not be required in a domestic environment?