International human resource management 6e IHRMcases

International Human Resource Management Managing people in a multinational context International Human Resource Management Managing people in a multinational context Exhibit A Tex-Mark Corporation Pre-departure activities ‘Country briefings’, outsourced to a consulting firm in San Antonio that had experience dealing with the countries in which Tex-Mark operated Tex-Mark was prepared to pay for four sessions each lasting one hour ‘Reading Assignments’ Three to four books (depending on region of assignment) on national or regional culture and/or doing business in the focal region Accompanying spouses/partners had access to a similar library.‘Interviews and conversations’ with Tex-Mark employees with country experiences ‘Language courses’ Attendance at elective ‘survival level’ language classes These courses last from eight to twelve weeks, with three course meetings a week Tex-Mark will pay for spouses/partners as well In-country training and development Upon arrival, Tex-Mark staff in the local operation will assist the accompanying spouse/partner with job search activities They will assist with finding children acceptable schooling situations Where possible, Tex-Mark staff will endeavour to provide a social support network Repatriation Upon return all expatriates are required to go through a debriefing and career counselling session with HR staff This should be held within two months of the person’s re-entry to the home location v IHRM Case – Spanning the Globe Case Activity In the role of Eric Summarize your thoughts on the problems at hand, alternative solutions and your strategy on how to proceed at the forthcoming meeting How will your proposal solve the problems you have defined? How can you defend your solution from budgetary concerns? In what way is your approach both a solution to the problems of expatriates at Tex-Mark and a good economic investment? Step back out of the role and answer the following Does Eric’s personal background assist in his assessment of the problems he faces? Would you have approached this situation differently? If so, what benefits would your different approach provide for Tex-Mark? v IHRM Case – Spanning the Globe International Human Resource Management Managing people in a multinational context Exhibit A Alistair Mackay’s short list of possible candidates ‘First candidate Marie Erten-Loiseau Born in Prague, her family moved to Toulon when Marie was twelve years old Brought up in France, she was educated as an aeronautical engineer in France and Germany Marie worked for Trianon for 13 years, in two divisions within France and Germany with increasing levels of project responsibility Her leadership of two projects over the last three years in Lodz, Poland, and two sites in the Czech Republic has been marked by remarkable success Married, her husband is semi-retired They have one child in university Second candidate Janos Gabor Born in Gyor, Hungary, Janos was educated at University of Pecs, Hungary He has a good background in the production of cathode ray tube and display systems technologies, albeit from the Central European perspective He has worked at Trianon for nearly four years, and has just been transferred into the cathode ray tube division as a Senior Engineer His family is reportedly very well connected with national government officials, particularly the old, ex-party members of multiple ministerial bureaucracies Janos is single Third candidate Sinead Marrinan-McGuire, a production engineer on loan to Trianon’s London office for joint venture analyzes and ‘due diligence’ reviews on technical and legal grounds She has spent three years in the R&D development team in Dublin and London, working on the very technologies to be applied in this Hungarian joint venture project Alistair met and talked with her today in Limerick and was very impressed with her understanding of corporate level concerns and strategic issues Most of her career has been in Ireland and around London, with only short, tactical trips to France Married, her husband is a solicitor in Dublin They have three children, ages 7, and 13 v IHRM Case – Quality compliance at the Hawthorne Arms Case Activity Consider the three candidates in Exhibit A If forced to make a decision tomorrow, which candidate should Alistair choose for the job? What major factors should determine his choice? We are told nothing of the process that Trianon uses to recruit candidates for this level of final selection Given what you know about the firm from the case, outline a general recruitment and selection process for Trianon Describe how your proposed process fits with ‘best’ selection practices as well as the strategic needs of this company Should HR staff be involved in strategic decisions relating to international business operations such as finalizing a joint venture agreement? v IHRM Case – Quality compliance at the Hawthorn Arms International Human Resource Management Managing people in a multinational context Case Activity Discuss whether Mark should stay overseas or return home after his expatriate asssignment v IHRM Case – Jaguar or bluebird? (A) International Human Resource Management Managing people in a multinational context International Human Resource Management Managing people in a multinational context Figure v Instruments of employee development IHRM Case – Strategic forecasts and staffing formulation 23 Figure Kazakhstan’s geographic location v IHRM Case – Strategic forecasts and staffing formulation 24 Figure Form for situation analysis v IHRM Case – Strategic forecasts and staffing formulation 25 Figure v Planning Chart IHRM Case – Strategic forecasts and staffing formulation 26 Case Activity Taking the role of HR manager at Bosch, address these issues: Analyze the company and country-specific situation by using the steps outlined in Figure Plan the number and nature of short/medium-term (2007– 2010) as well as long-term (2011–2014) staffing requirements on the basis of the figures in the chart on facing page and the described situation Fill in your figures in the chart (Figure 4) Finally, prepare an action plan describing how you will meet managerial staffing targets Look especially at information provided in the ‘employee development’ and ‘talent management’ sections of the case for activities and timetables Write down your action plan v IHRM Case – Strategic forecasts and staffing formulation 27 International Human Resource Management Managing people in a multinational context Appendix A Map of Portugal v IHRM Case – Norge Electronics (Portugal), SA 29 Appendix B Organization chart, Norge Electronics (Portugal), SA v IHRM Case – Norge Electronics (Portugal), SA 30 Appendix C Climate study factors SAT – JOB SATISFACTION The degree to which employees are satisfied with their current jobs CLAR – CLARITY OF MISSION AND OBJECTIVES The degree to which employees understand and accept the organization’s mission and objectives ESTRUT – STRUCTURE The degree to which the organizational structure supports, rather than interferes with, getting information, making decisions and getting the work done SIN – SYNERGY WITHIN THE ORGANIZATION The degree to which people in different parts of the organization work together, support each other and not duplicate activities AMB – BUSINESS AMBITIOUSNESS The degree to which the mission and objectives are perceived as lofty and challenging ESTILO – MANAGEMENT STYLE The degree to which managers’ styles are supportive of employees and helpful in getting the work done v IHRM Case – Norge Electronics (Portugal), SA 31 Appendix C Climate study factors REMUN – REMUNERATION The degree to which remuneration is perceived as (a) internally equitable, (b) competitive with other organizations, and (c) supportive of individual and team performance IDENT – CORPORATE IDENTITY The degree to which employees (a) perceive the organization as having a unique identity and (b) accept and support the identity EMPOW – EMPOWERMENT OF EMPLOYEES The degree to which employees feel empowered to take the actions and decisions they need to take in order to get the job done Also, the perception of how much the organization empowers, rather than controls, employees RH – HUMAN RESOURCE POLICIES The degree to which human resource policies and practices are perceived as (a) supportive of getting the work done, (b) appropriate to employee needs, and (c) appropriate to prepare the organization for the future v IHRM Case – Norge Electronics (Portugal), SA 32 Appendix D v Preliminary results of the climate study IHRM Case – Norge Electronics (Portugal), SA 33 Appendix E v Norge Portugal Grades IHRM Case – Norge Electronics (Portugal), SA 34 Appendix F v Job evaluations, Norge Electronics (Portugal), SA IHRM Case – Norge Electronics (Portugal), SA 35 Case Activity Discuss João Silva’s actions to professionalize HR management in the Portuguese subsidiary v IHRM Case – Norge Electronics (Portugal), SA 36 ... decisions relating to international business operations such as finalizing a joint venture agreement? v IHRM Case – Quality compliance at the Hawthorn Arms International Human Resource Management Managing... (A) International Human Resource Management Managing people in a multinational context Case Activity Discuss Mark’s realizations and his options v IHRM Case – Jaguar or bluebird? (B) 11 International. .. ‘talent management sections of the case for activities and timetables Write down your action plan v IHRM Case – Strategic forecasts and staffing formulation 27 International Human Resource Management