Transcript Entrepreneurs vs Owner Managers

International Business
Delivered in:
Islamia University Bahawalpur
Presented By:
Tasawar Javed
IHRM
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A Process
Selecting
– Training
– Developing
– & compensating personnel in overseas positions
Types
– Home nationals
– Expatriates
– Host country nationals
– Third country Nationals
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IHRM Strategy
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Selection and Repatriation
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Selecting qualified people for overseas assignments and
then effectively repatriating them into workforce when they
return
Example
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If NADRA or any other multinational business send their
employees to work in any other country
When they come back from any assignment then repatriating
them into the country
IHRM Strategy
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International Screening Criteria and Selection Procedures
– Adaptability
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Self-reliance
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Cultural change adaptation; if no then it results in decline in job satisfaction
MNE examine a number of characteristics
– Work experience with culture
– Pervious overseas travel
– Knowledge of foreign language
– The ability to solve problems
– Overall sensitivity to the environment
Managers must be self-reliance because they need to make decisions on the
spot
Age, experience, and education
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Young managers are eager for international assignments
Older are more experienced and mature as well
Graduated? Are their degree is related to the assignment; logical thinking
IHRM Strategy
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Health and family status
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Good physical and emotional health
Physical problem will limit their activities
Emotionally problem may let them to take wrong decision
Family situation as well for expatriates
Examples::????
Motivation and leadership
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Unhappy with their position; desire for adventure; promotions; reward system
Factors associated with employee willingness to work overseas
 Unmarried employee are more willing to accept expat assignments
 Married couples with out children or non-teenage are willing to move as well
 Prior international experience appears associated with willingness to work as an
expatriate
 Individuals most committed to their professional career
 Careers and attitude of spouses will likely have a significant impact on employee
willingness to move overseas
IHRM Strategy
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Selection procedure
– Interview
– Could be both manager and spouse
– Candidate alone
– Knowledge about assignment or experience
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Selection procedure depends on the MNE; every employer
introduces their own selection procedure
IHRM Strategy
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Repatriation of Expatriates
– A process of returning home at the end of an overseas assignment
– Usually assignments are two or three years
– Some of them gets very good benefits in terms of allowances and
wages; so they adapt the culture and don’t come back
– Some of them prefer to come back after particular assignment and
then companies give them space in home country operations
Reasons of repatriation
– Assignment is completed
– Desire to have their children in home country for education
– May be un happy overseas
– May be more gain when they come back
– Manager performed poorly so its better to take him/her down
IHRM Strategy
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Training and Development
The process of altering employee behavior and attitudes the probability of
goal attainment
– Mangers obtain necessary skills
– Experiences
– Attitude they need to be successful
– Training programs
– Could be anywhere in the world
Types of Training
– Environmental briefing used to provide information about climate, housing
– Cultural institutions and value systems of the host country
– Learning approaches designed to provide the participants with intercultural
encounters
– Language training
– Sensitivity training designed to develop attitudinal flexibility
– Field experience; emotional stress of living and working with different
people
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IHRM Strategy
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Strategic management and IHRM strategy
Number of strategies currently getting attention from MNE
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Language Training
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English is primary language but it is preferred to learn more or local language to
interact with operational core or workers more effectively
Allow the manager to monitor the competition more effectively
MNE if setup their business in China, Japan, they give training about languages
Recruiting local talent
Good relation with local organization
Supplier
New development, local news papers or News channels
It also helps to lean culture of that particular country
Strategic Management & IHRM
Strategy
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Cultural adaptation
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MNEs use three basic approaches
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Design program that provides cultural orientation
Provide training; if time any money allows then visit the country
Fairly expensive but has received high marks for its value is the use of cultural
assimilators
– Programmed learning technique designed to expose members of one
culture to some of the basic concepts, attitudes, role perceptions, customs,
and values of another culture
– Developed countries UK, Germany, US designed this techniques
Three critical issues why training is necessary:
– The expatriate will be interacting with a host nation
– May be misinterpreted or mishandled if manager don’t understand properly
– Event is relevant to the expatriate’s task or mission requirements
Strategic Management & IHRM
Strategy
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Competitive Compensation
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MNEs are much more careful the cost of sending people overseas
because of cost
They want to keep their cost low to gain more profit
But at the same time they want to hire competent staff; some times it is not
compatible
Compensation cost are widely because goods and services in some
countries of the world are sharply higher than other
Food, cloth & entertainment in US are inexpensive rather than Japan,
Hong kong Or GB
Other major area is to hire and retain top management Talent
Strategic Management & IHRM
Strategy
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Specially designed programs
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Five factors
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Structural empowerment
Accelerated resource development
Employee welfare emphasis
Efficient emphasis (encourage and monitor)
Long termism (long term results)
Thank You!!!!
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Q&A