Consistent with the “challenges and opportunities” theme from the title, each chapter of this book presents important challenges that organizations face today as well as useful ideas and best practices–tested approaches for addressing those challenges, representing important opportunities for action. Following each chapter is a list of pertinent websites that provide immediate and more detailed information, resources, and useful contact information for specific professional assistance related to the general topic of the chapter. In chapter 2 we examine the concept of culture and its powerful, pervasive, and persistent influences on all forms of human behavior, including multicultural activi- ties involved in international business. We also will consider two frequently cited cultural models and their managerial implications. In chapter 3 we consider major changes and developing trends in the global labor market along with their significant implications for multinational firms. These trends include the phenomenon of glo- balization and its causes, the impact of major technological advancements, changes in global labor force demographics and the influence of migration that are adding increasing diversity to our global workforces, the emergence of contingent workers as a significant component of the labor force, and the impact of the increased use of offshore sourcing as an alternative to domestic production.
In chapter 4 we examine both the strategic roles of human resource management on global organizational performance and the impact of MNCs’ competitive strategy and organizational structure on international human resource management practice. We also present a new strategy process paradigm for enhancing human resource management’s contribution to competitive advantage in the global marketplace. Chapter 5 analyzes the important role of HR planning in effectively carrying out an MNC’s strategic plans through the people factor as well as in preparing the organization through- out its worldwide operations for optimal long-term productivity in utilizing human resources. Important considerations for HR planning include the determination of work demand and labor supply based on strategic objectives, external environment scan- ning, work organization and job design, and analysis of important sources of labor supply, considering both contingent and regular employee sources. In addition, long- term HR planning issues examined in chapter 5 include forecasting labor supply trends and opportunities, building global capability, and succession planning.
Chapter 6 focuses on global staffing for filling immediate work demand through the processes of recruitment and selection. This chapter first examines important general factors that influence global staffing in MNCs and then considers more spe- cific approaches, tools, and important considerations for recruiting and for selecting viable candidates from both internal and external sources. In chapter 7 we first ex- amine the strategic role and key contributions of training and then consider funda- mental concepts and principles for guiding important global training and development activities. We also consider the critical imperatives of training and development for the global workforce, including building global competencies and workforce align-
ment, as well as particular considerations for expatriate training, with a special focus on training for female expatriates and host country national employees.
Chapter 8 examines important issues and practices associated with managing tra- ditional long-term international assignments successfully, including pre-departure planning and preparation, on-site management for effective adjustment and ongoing support, and repatriation. Also considered are issues that may be unique to women expatriates and third-country nationals in their expatriate assignments as well as host country national inpatriates, who are assigned to relocate and work at MNC head- quarters in the home country. In addition, we examine practices and challenges asso- ciated with rapidly increasing forms of short-term international assignments, including work as a “virtual” expatriate with international teams and with global virtual teams, as well important considerations surrounding frequent travel.
Chapter 9 examines the important performance management process within a glo- bal work environment and considers challenges and ideas for continual work perfor- mance enhancement in multicultural contexts through regular feedback mechanisms and accurate performance appraisal practices. In chapter 10 we examine challenges in managing compensation and rewards across national borders involving signifi- cantly differing cultural and economic conditions while maintaining internal and external equity and perceptions of fairness. This chapter also provides successful approaches for providing appropriate incentives to attract potential expatriates and inpatriates for foreign assignments and describes cost adjustments to avoid material loss due to the foreign assignment. Finally, chapter 11 provides an analysis of cur- rent pressing issues in global employee relations, including forced labor, child labor, and critical health and safety concerns. This chapter also discusses particular roles and practices of MNCs and labor unions in global employee relations.
Following each chapter summary, as with this introductory chapter, are questions for personal reflection and possible class discussion about the chapter’s opening real-world scenario in global workforce management. The information presented in each chapter is aimed at increasing understanding and providing helpful tools for analyzing and addressing the challenges and issues presented in the opening sce- nario. These questions are followed by two brief cases for additional analysis and discussion pertinent to the chapter. Following the questions is a list of useful re- source websites pertinent to major topics of the chapter. In most instances consider- able information is available at those sites, but for some sites a registration or membership fee is required for full resource access. Finally, chapter reference notes are provided near the end of this text for sources cited in each chapter and for obtain- ing more detailed information from published and online resources.
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UMMARYThe HR function, pertinent to both large MNCs and to small and medium-size firms everywhere, is critical for the successful operation of global business. Key activities within the HR function include HR planning, staffing, training compensation, per- formance management, and managing employee relations, all of which are made more challenging on a global scale due to the myriad cultural and national differ-
ences in foreign operations. These important activities involved in global workforce management are greatly influenced by several factors both in the external environ- ment and within the internal environment of the firm.