MAN 6635 Final Exam
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1. Forecasting sup- Consider what global forces in the near future that might affect the supply of or
ply & demand demand for labor
2. Forecasting De- Consider how much labor will we need
mand Benchmarking, statistical methods, subject matter experts (educated guesses)
3. Forecasting Sup- Consider how much labor will we have
ply Requires us to anticipate how people will move up through (and out of) the
company. We do this using a Transitional Matrix.
Also requires us to examine our business environment by asking these questions:
What's the unemployment rate?
Is that likely to change?
What is the overall size of our labor pool?
Are people training for the jobs for which we anticipate vacancies?
4. Surplus vs. short- Comparing the results of demand and supply forecasting tells us whether we're
age in supply and likely to have a surplus or a shortage.
demand forecast- Depending on which one we forecast, we plan to implement various strategies
ing for creating equilibrium.
5. Methods for cor- Downsize
recting a surplus Reduce pay
Demotions
Transfers
Early retirement
Wait for natural attrition
Hiring freeze
6. Downsizing Companies choose this strategy when:
- Attempting to reduce costs
- Closing or altering production facilities
- Outsourcing and offshoring for economic reasons
, MAN 6635 Final Exam
Study online at https://quizlet.com/_9i1y5e
Human suffering is high
- Financial and psychological damage - Which is worse?
- Damage to future employment chances over time
- Skill erosion
7. Drawbacks of - Often irreplaceable people are let go
downsizing - Survivors just work harder
- Survivors become disillusioned
8. Methods for cor- - Existing people work harder
recting a shortage - Use temporary employees
- Outsource
- Promote from within
- Decrease voluntary turnover
- Recruit and hire new people
9. Workforce An enterprise's employees
10. Labor Force The pool of potential employees from which the firm attracts and hires its work-
force
11. Challenges of Availability of data
international - IHR professionals must often develop such data from independent sources.
staffing - MNEs should not make the assumption that local labor forces will be adequate
to provide the talent they need.
Increasing Diversity of Labor Forces
Brain Drain
Lack of Suitable Candidates for Management
Populations Characteristics
, MAN 6635 Final Exam
Study online at https://quizlet.com/_9i1y5e
12. Approaches to Ethnocentric
MNE staffing: Polycentric
Global
13. Ethnocentric Fill key managerial positions with HQ staff
Staffing Approach
Appropriate when:
- Local management skill insufficient
- Close coordination with HQ is critical
- High level of technical capability required
- Proprietary technology is used extensively
Advantages
- HQ staff familiar with company goals, products, technology, policies, and pro-
cedures
- HQ staff knows how to get things done through HQ
Disadvantages
- Lack of opportunities to develop local managers
- Risk of poor adaptation of lack of effectiveness of IA
14. Polycentric Fill key managerial positions with locals
Staffing Approach
Appropriate when company wants to "act local"
Advantages
- Local managers familiar with local culture, language, and ways of doing busi-
ness
- Local managers have local contacts
- Local managers more likely to be accepted by people inside and outside the
subsidiary
- Usually less expensive than sending manager from HQ
Study online at https://quizlet.com/_9i1y5e
1. Forecasting sup- Consider what global forces in the near future that might affect the supply of or
ply & demand demand for labor
2. Forecasting De- Consider how much labor will we need
mand Benchmarking, statistical methods, subject matter experts (educated guesses)
3. Forecasting Sup- Consider how much labor will we have
ply Requires us to anticipate how people will move up through (and out of) the
company. We do this using a Transitional Matrix.
Also requires us to examine our business environment by asking these questions:
What's the unemployment rate?
Is that likely to change?
What is the overall size of our labor pool?
Are people training for the jobs for which we anticipate vacancies?
4. Surplus vs. short- Comparing the results of demand and supply forecasting tells us whether we're
age in supply and likely to have a surplus or a shortage.
demand forecast- Depending on which one we forecast, we plan to implement various strategies
ing for creating equilibrium.
5. Methods for cor- Downsize
recting a surplus Reduce pay
Demotions
Transfers
Early retirement
Wait for natural attrition
Hiring freeze
6. Downsizing Companies choose this strategy when:
- Attempting to reduce costs
- Closing or altering production facilities
- Outsourcing and offshoring for economic reasons
, MAN 6635 Final Exam
Study online at https://quizlet.com/_9i1y5e
Human suffering is high
- Financial and psychological damage - Which is worse?
- Damage to future employment chances over time
- Skill erosion
7. Drawbacks of - Often irreplaceable people are let go
downsizing - Survivors just work harder
- Survivors become disillusioned
8. Methods for cor- - Existing people work harder
recting a shortage - Use temporary employees
- Outsource
- Promote from within
- Decrease voluntary turnover
- Recruit and hire new people
9. Workforce An enterprise's employees
10. Labor Force The pool of potential employees from which the firm attracts and hires its work-
force
11. Challenges of Availability of data
international - IHR professionals must often develop such data from independent sources.
staffing - MNEs should not make the assumption that local labor forces will be adequate
to provide the talent they need.
Increasing Diversity of Labor Forces
Brain Drain
Lack of Suitable Candidates for Management
Populations Characteristics
, MAN 6635 Final Exam
Study online at https://quizlet.com/_9i1y5e
12. Approaches to Ethnocentric
MNE staffing: Polycentric
Global
13. Ethnocentric Fill key managerial positions with HQ staff
Staffing Approach
Appropriate when:
- Local management skill insufficient
- Close coordination with HQ is critical
- High level of technical capability required
- Proprietary technology is used extensively
Advantages
- HQ staff familiar with company goals, products, technology, policies, and pro-
cedures
- HQ staff knows how to get things done through HQ
Disadvantages
- Lack of opportunities to develop local managers
- Risk of poor adaptation of lack of effectiveness of IA
14. Polycentric Fill key managerial positions with locals
Staffing Approach
Appropriate when company wants to "act local"
Advantages
- Local managers familiar with local culture, language, and ways of doing busi-
ness
- Local managers have local contacts
- Local managers more likely to be accepted by people inside and outside the
subsidiary
- Usually less expensive than sending manager from HQ
