DOC PREVIEW
SF State IBUS 618 - Chapter 9-HRM in the Host Country Context

This preview shows page 1-2-15-16-31-32 out of 32 pages.

Save
View full document
View full document
Premium Document
Do you want full access? Go Premium and unlock all 32 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 32 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 32 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 32 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 32 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 32 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 32 pages.
Access to all documents
Download any document
Ad free experience

Unformatted text preview:

Chapter 9 HRM in the Host Country Context IBUS 618 Dr Yang 1 Chapter Objectives Identify and discuss drivers that shape the interplay between global standardization and localization of HR practices in the MN context Standardization drivers such as MNE strategy and structure maturity and age and corporate culture Localization drivers such as the host country s cultural and institutional environment the mode of operation and subsidiary role Outline measures which support the development of a balance of globalization and localization of HRM Address the global code of conduct as a device for controlling employee behavior worldwide Discuss strategic importance of offshoring and implications for IHRM Compare India and China as important offshoring locations IBUS 618 Dr Yang 2 The Global Mindset and Local Responsiveness The aim of global standardization Consistency Consistency Transparency Transparency Ease Ease of of administration administration Efficiency Efficiency and and effectiveness effectiveness Sense Sense of of equity equity The aim of localization IBUS 618 Dr Yang Respect Respect for for local local culture culture and and traditions traditions Adaptation Adaptation to to local local institutional institutional requirements requirements such such as as legislations legislations and and government government policies Educational Educational system system and and HR HR practices practices Workplace Workplace practices and employee employee expectations expectations 3 Three Cultures Interact to Influence Standardization and Adaptation National culture of the parent company National culture of the subsidiary unit Corporate culture as a subtle informal control mechanism and a potential unifier Standardization can be achieved through HR practices such as Staffing procedure and criteria Appraisal system Training and development programs Staff rotation Corporate code of conduct E g Unilever IBUS 618 Dr Yang 4 Figure 9 1 Balancing the standardization and localization of HRM in MNEs IBUS 618 Dr Yang 5 Factors Driving Standardization Organizational context Strategy and structure Mode of operation involved Size and maturity of the firm Relative importance of the subsidiary E g Motorola Schering AG Host country culture and workplace environment Germany vs Britain China vs India IBUS 618 Dr Yang 6 Factors Driving Standardization The host country context The cultural environment The institutional environment Mode of operation abroad Subsidiary role IBUS 618 Dr Yang 7 Table 9 1a Culture construct definitions and sample questionnaire items Cultural construct definitions Specific questionnaire item Power distance The degree to which members of a collective expect power to be distributed equally Followers are should be expected to obey their leaders without question Uncertainty avoidance The extent to which a society organization or group relies on social norms rules and procedures to alleviate unpredictability of future events Most people lead should lead highly structured lives with few unexpected events Humane orientation The degree to which a collective encourages and individuals for being fair altruistic generous caring and kind to others People are generally should be generally very tolerant of mistakes Collectivism I institutional collectivism The degree to which organizational and societal institutional practices encourage and reward collective distribution of resources and collective action Leaders encourage should encourage group loyalty even if individual goals suffer IBUS 618 Dr Yang 8 Table 9 1b Culture construct definitions and sample questionnaire items Cultural construct definitions Specific questionnaire item Collectivism II in group collectivism Employees feel should feel great loyalty toward this organization The degree to which individuals express pride loyalty and cohesiveness in their organizations and families Assertiveness The degree to which individuals are assertive confrontational and aggressive in their relationship with others Gender egalitarianism People are should be generally dominant in their relationships with each other Boys are encouraged should be encouraged more than girls to attain a higher education The degree to which a collective minimizes gender inequality Future orientation The extent to which individuals engage in future oriented behaviors such as delaying gratification planning and investing in the future Performance orientation The degree to which a collective encourages and rewards group members for performance improvement and excellence More people live should live for the present rather than for the future Students are encouraged should be encouraged to strive for continuously improved performance IBUS 618 Dr Yang 9 Host country Culture Work behavior is culturally determined contained in role definition and expectations Whether corporate culture would supersede or supplant other cultures is a subject of much debate Often what is meant by corporate culture translates into common practices rather than common values IBUS 618 Dr Yang 10 Go west for a new mindset Successful Japanese firms expanding abroad suffered from a strong culture of politeness and deference In Japan you don t want to drive an argument aggressively In conversation between Japanese they talk in a roundabout way and hope the others understand Yokogawa an automation company is training its engineers to use English with customers and communicate assertively Being assertive is the challenge for Asian firms in general IBUS 618 Dr Yang 11 Figure 9 2 Institutional effects on MNEs Country of origin effects Home country effects Host country effects Reversed diffusion IBUS 618 Dr Yang 12 Table 9 2a Examples of the impact of the cultural and institutional context on HRM practices IBUS 618 Dr Yang 13 Table 9 2b Examples of the impact of the cultural and institutional context on HRM practices IBUS 618 Dr Yang 14 Mode of Operation Choice of mode of operation is important in determining standardization of work practices Ownership and control are important factors Acquisition may constrain ability to transfer technical knowledge management know how systems and HR practices Wholly owned subsidiaries provide greater opportunities for transferring work practices than in IJV Management contracts provide skills expertise and training to HCNs without carrying equity or risks associated with FDI and may have HC government support IBUS 618 Dr Yang 15 Work Standardization The size of the firm maturity


View Full Document

SF State IBUS 618 - Chapter 9-HRM in the Host Country Context

Download Chapter 9-HRM in the Host Country Context
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...
Login

Join to view Chapter 9-HRM in the Host Country Context and access 3M+ class-specific study document.

or
We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view Chapter 9-HRM in the Host Country Context 2 2 and access 3M+ class-specific study document.

or

By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?