D358 Global Human Resource Management WGU With 100% accurate expert curated questions & answers (PASSED)

Ethnocentric Staffing Approach

MNE Hire from HQ country and send employees on international assignment to the subsidiaries. USED WHEN: lack of local talent, HQ needs to control sub, sub is in early stages, MNE has global business strategy. ADV: Allows MNC to fill key positions when local talent not available, Allows HQ to control sub operations and maintain corporate cultures, allows parent country national sto aquire inernational experience. DIS: Costly, tension between home country and parent country individuals, prevents/slows development of home country people.

Polycentric Staffing Approach

MNE's prefer to use locals from the sub country. USED WHEN: need competitive advantage with localizing operations, each sub is individual and adapts to its local conditions, MNCS that have a multi domestic strategy. ADV: Access to local communities and markets, sents signal that sub is commited to local culture, Relatively less costly than using PCNs. DIS: Locals may not be commited to MNE, local may not be able to acquire international experience, local career development and promotion opportunities may be limited.

Geocentric Staffing Approach

MNE source talent from all over regardless of nationality. USED WHEN: MNE has network of subs with various degrees of centralization/decentralization. Highly integrated process across subs, MNEs have a transnational business strategy. ADV: Employees can develop a geocentric mindset, MNEhires the best available talent, career opportunites for top performers are truly global, employees can work with others from different geographic, cultrueal and regional backgrounds. DIS: Can be costly, managing work auths in several countires is complex and requires high level of communication among all employees from diff countries

Regiocentric Staffing Approach

MNEs tend to favor using people from a specific region. USED WHEN: theres a strong need to organize subs into regions,when each region works as a unique unit with considerable autonomy, MNE has several regional HQ, Key positions are filled by TCNs and HCNs. ADV: reduces costs by sharing resources within a region, managers can develop region specific expertise, MNEs are able to respond to specific region needs. DIS: lack of multi-cultural perspective, career opportunities limited to specific regions,m not easy for region-based managers to move to company HQ

Demand Driven Assignment

Using Iast as general managers or directors; for subsidary start-ups to roll out new products; for technology transfer; to solve problems, perform functional tasks such as accounting, sales and manufacturing; and for organizational control

Learning Driven Assignment

Managmenet development, transfer of knowledge, socialization of locals into corporate culture and values

Impacts of International Workforce Planning

Availability of Data

Population characteristics: shortages and surpluses

Labor mobility: Emigration and immigration

Brain drain and job exporting

Increasing diversity of labor forces and workforces

Multidomestic Business Approach

(Low Integration, Hi Local Responsiveness) Responds high to needs, values and demands. Subsidaries in multiple countires that operate independentaly

International Business Approach

(Low Integration, Low Local Responsiveness) Simplest business strategy. Organization markets and sells the same product/service locally and internationally. Typically no overseas offices or operations other than small sales

Transnational Business Approach

(Hi Integration, Hi Local Responsiveness) Attempt to maximize both sides, global and multidomestic at the same time. Being global but wanting to be seen as local. Part of a global network but each subsidary is given responsibility related to its capabilites and strategic mission.

Global Business Approach

(Hi integration, Low Local Responsiveness) unified approach that is implemented for all countires regardless of their cultural and national differences. High centralization/inegration. Products and services will be increasingly designed for and marketed to customers all over the world. Mostly impletmented by MNES through global organizational structure. Looks at whole world as one market. Tightly connected with the HQ and heavily dependent on resource, brand identities, ideas, polices etc.

Ethnocentrism

Managers use a home-country standars as reference is decision-making and high control over operations. Managers likely to follow an international business strategy or a global business stragegy of maintaining control from the home country and parent firm headquarters and replicating home country systems and procedures and strucutre abroad.

EX Walmart

Polycentric

This strategy refers to a business approach where different regions or markets are managed independently based on local needs, without one overarching central approach. It refers to multiple centers of influence

EX Nestle

Regiocentric

This strategy involves tailoring operations and strategies to regional markets, where a company might adapt its approach to cater to the specific needs, preferences, and regulations of a specific geographical region. This strategy narrows this focus to a particular region.

Geocentrism

Mindset is creating a global network and a preference for following a transnational strategy that is integrative and interdependent among various elelments. IHRM is more eclectic, borrowing best practices. The world is a single market EX Apple

Exogenous Factos

Forces that are external to the firm that are largely beyond an MNE's control but can create challenges that affect an organizations issues, functions, policies and practices. EX national culture, economic conditions, political systems, legal environment and workforce characteristics. Reactionary response strategy.Often unpredictable requiring adaptation. Low control.

Endogenous

Describes the issues and concerns that are internal to the firm and include structure of the organization, stage of internationalization, business strategy, and HQ's international orientation. Proactive response strategy. More predictable and manageable internally. Leaderhsip culture and internal processes. High control company can influence them

Convergence

Using a parent-company policies and procedures throughout a firm's global operations

International Organizational Structure

Coordinated Federation. Foreign subsidaries may be dependent on HQs for resources and limited direction but will still have major freedom to adapt to local conditions.HR decisions, policies and practices will be of limited significance in the subsidaries

Multidomestic Organizational Structure

Decentralized Federation. Has subsidaries in multiple countries operating independently within each country, independently of operations in other countires and often fairly independently of parent HQs. HR Role more complex and difficult.

Global Organizational Structure

Centralizaed Hub: Subsidaries are heavily managemed and controlled by HQ's. Assets and resources are cenralized. Products and services are created where costs are lowest, quality is highest and time to deliver is shortes and are delivered to wherever demand is sufficient. HR decisions are made at HQ and implemented worldwide.

Transnational Organizational Structure

Integrated Network. Resemble an integrated and interdependent global network of subsidiares that have the ablity to manage across national boundaries retaining local flexibliites while achieving global integraton.

Sustainable Competitive Advantage

The ability to learn and innovate faster than its competitiors and react more quickly to continual volatility and change, created a culture of learning and nurturin, and facilitating that learning across borders, may be the only avenue to success.

Organizational Design

Process used to determine the formal arrangement of components listed below in next definition.

Organizational Structure

The formalized arrangmeent of organizational components such as the headquarters subsidaries busneiss units/divisions within the HQs and subsidaries products lines, jobs, positions, tasks and reporting relationships in an organization. Structure is an outcome of the organizational design

International Mergers and Acquisitions

One firm from one country acquires a fim in another country

International Joint Ventures

two or more firms from two or more countries create a new and separate - legal- business entitiy

International Alliances

Two or more firms enter into formal or informal partnerships that do not invovle the creation of a new and separate legal entity.

Equity Based International Combination

Involve long term relationships - with one partner buying all or most of the equity in the other partner - and that requires active day to day management by the controling partner of a wide variety of business issues in the combined firm

EX: International mergers and aquisitions/ IJVS

Non Equity International Combinations

Share profits, responsibilities, and resources according to specific contractual relationships - but do not involve one party buying equity in the other party. They are two separate legal entities that bear their own liabilities and has the freedom to organized its own resources, production processes and operations. EX Joint Exploration process, Research and development consorita, co-production agreements, co-marketing arrangements and long-term supply agreements.

International Mergers and Aquisitions Process of Combination

Phase 1: Pre-Combination: Initial target screening and pre-bid courtship of potential target firm. Due Dilligence review. Price setting and negotiation. HR closely involved in each of the steps

Phase 2: Combination planning and signing of agreement. Decision about how to implement the deal. Post deal negotiation. HR Plays key role

Phase 3: Post-Combination and Implementation of deal. HR plays a key role in helping to facilitate the integration with the merged firm. HR provides employee communication and vision for business.

Surface Culture

Explicit Culture. Things that are readily observable. Dress, food, architecture, customs

Hidden Culture

Values, religions, and philosophies about child rearing, views of right or wrong

Invisible Culture

Implicit Culture. the cultures universal truths - the bases for all of a culture's values and beliefs

Divergence

Support the point of view that countries' cultural values and practices continue to exert quire strong influences on their business and HR practices

Convergence

The point of view that modern technology and the modernizing of industries around the world is influencing firms to adopt similar "best practices"

Cross-Vergence

The intermising of culutral systems between different countries

IHRM Research Forms

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

HR Practices in other countires: describing HR practices in one or more countries that are foreign to the researcher.

Common Law

A legal system based on judicial decisions and precedents rathan than on written statues or regulations. Judge made law, state decisis, case law

WTO World Trade Organization

the international body in which multilateral tariff reductions are negotiated, reductions in non-tariff trade barries are negotiated, and international trade disputes are reviewed and adjuicated. Replaced the GATT

European Union

The most highly developed economic trade treaty. An international organization of European countries formed after World War II to reduce trade barriers and increase cooperation among its members.

Ethical Relativism

Suggest that what is right is whatever a society defines as right. There are no absolute rights or wrongs

Ethical Absolutism

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

Civil code/ Civil Law

This is based on an all-inclusive system of written rules, of which there are three types: Commercial, Civil and Criminal. Statues tend to be very specific, defining peoples basic rights and duties.

Islamic Law: The Sharia

Most common religious law. Offers detailed guidance on proper behavior in almost every aspect of life

NAFTA

A trade agreement between Canada, the United States and Mexico that encourages free trade between these North American countries.

Cosmopolitanism

Developing unique responses to cross-cultural ethical dilemmas, ones that try to find common ground among disparate moral views

Corporate Governance

the way in which a corporation is structured and the effect that structure has on the corporation's behavior. The basis upon which decisions are made in organizations

Corporate Sustainability

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

Codetermination

Alternative Union. Asystem of corporate governance where employees have a role in decision-making processes alongside shareholders or management.

Expatriates

Work outside of the home country on assignment by their employers or hired to emigrate to fill vacant jobs in other countries

Brain Drain

Educated and skilled citizens leave for jobs with better pay in the developed countries.

Repatraiting

The process of brining international assignees and their familes back home for their foreign assignments

Recruiting

Searching for and attracting qualified applicants to create a pool of candidtates for screening for possible hiring

Selecting

Focuses on gathering and analyzing information about the applicants in order to select the most suitable person or persons for the job

Recruitment

employees who were relocated from the parent company or HQ to foreign subsidaries or overseas operations.

Secondment

Common Foreign Staffing Operation. the assignee remains employed by home country/HQ and is loanded to work fo rthe firm's foreign subsidary in the host country

Transfer of Employment

Common foreign stafffing operation. employee is terminated in the home country and is then rehired by a different/new employer in the foreign/host country

Dual Employment

Common foreign staffing operation. the employee maintains more than one employement relationship, thus working for two or more employers with what is referred to as split payroll.

Global Employment Company/ Prefessional Employer Organization

Common foreign staffing operation. enables employers to hire a foreign workforce through an existing foreign company that is already established. This option is increasingly used

Employer brand

the evaluation by potential candidates of an organization as a desirable place of work and as a desirable option for seeking international experience.

Inpatriate

This term was developed to describe particular employees who are relocated from a foreign subsidiary or JV to the parent company in the HQ country. Purpose is for teaching the subsidiary employee about the products and culture of the parent firm and to introdue the employee to the operations, ways of thingking and corporate culutre of the HQs

Elite Cohor Approach

identifying talent at the time of initial entry into the workforce when cohorts are recruited from top univerisites, carefully selected, screened, trainged, and developed for a number of years.

Elite Political Approach

Identifying talent at the time of entry when individuals are recrutied from elite schools

Functional Approach

leaders are identifified for their functional excellence

Managed Development Approach

the decentralized responsibility for functional development lies at the local level while the overall process of _______________ _______________ is centralized at the corporate level.

Geocentric

An organization with a global mindset

COLA Cost Of Living Adjustment

Enable IAs to maintain as closely as possibe the same standard of living in the foreign assignment as they would have had at home.

Aualitative Parity

_________ is a commitment to offer something from each core category of benefit to every employee world wide

Core Benefits - basic items that the company commits to making available to all employees worldwide such as a certain level of health care

Requried benefits - compensation items or non-cash benefits required by local law

Recommended benefits - less essential compensation or benefit programs to be made available wherever cost considerations permit, such as life insurance

Optional benefits - non-essential compensation items to be made available if it is a competitive practice in the local marketplace, such as local transportation or meal support.

Cultrual Fit

focuses on the influence of the sociocultural context on HRM practices nd the transferability of the western practice of PM to another culture with fundamentally different socio-culuteral environment

IPM Phase 1 Design

Purpose (why) Performance Criteria (what) Instrument (how) Frequency (how often) Choice of Evaluators (who) Sttandardization/Localization

IPM Phase 2 Implementation

Job performance expectations, Cognitive processes affecting PA (motivation, self efficacy, affective regard, raters-ratee context) Performance appraisial trianing, performance feed back

IPM Phase 3 Evaluation

Fit, Alignment, Effectiveness, Organizational Justice, Performance Outcomes, Rewards

Business Strategy

What largely dictates the overall expectations for an IA's performance in any specific country?

Meso Level Challenge WLB

Micro Level Challenge WLB

Macro Level Challenge WLB

Micro-Region

is usually an area bigger than a municipality but smaller than the state which it is in.

Macro-Region

These regions or clusters include independent countries that share certain attributes such as social, economic, politicial, geographical, cultural and historical characteristics. Most important of these include geographic, economic and cultural perspectives. Africa, aisia europe, latin america and the caribbean, northern america, oceania, sub saharan africa

Psychological Contract

A set of expectations employees have from employers.

Asia Cluster Regions

East, South, South east, West

International Relocations and Orientation

Ensuring employees relocating to another country receive the best possible attention to very personal concerns. Tax and Financial advise, Visas and Work Permits, International Moving, Medical exams for particular foreignlocations, Training and orientation, education adn schooling for IA and family, Security and saefty

Global Administrative Services

Established to ease the process of transferring employees from one country to another. Travel arrangements, Housing in the foreign locale, local transportation, office services, currency conversion, local bank accounts, government relations,