SOLUTION MANUAL FOR Managing a Global Workforce 4th Edition by Charles Vance , Yongsun Paik ISBN:978-1032161457 ALL CHAPTERS COVERED YOUR ULTIMATE GUIDE 100% VERIFIED A+ GRADE ASSURED!!!!!! NEW LATEST UPDATE!!!!!!!!

SOLUTION MANUAL FOR B B BB



Managing a Global Workforce 4th Edition By Charles Vance, Yongsun Paik, Fabian Jintae
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Froese, Torben Andersen
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Chapter 1-11 BB




CHAPTER 1 INTRODU BB BB



CTION AND OVERVIEW BB BB




LECTURE NOTES BB




This introductory chapter examines the many different external global and local contextual
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factors that may influence key internal company factors, which in turn determine global
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workforce management. Key perspectives that appear throughout the text for understanding
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,effective global workforce management are also discussed.
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LEARNING OBJECTIVES BB




• Identify important factors in the external global market context
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Bthat can influence global workforce conditions and company man
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agement practices; BB


• Discuss important factors within the organization that can influe
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nce workforce conditions and company management practices;
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• Understand the value of a talent management perspective, inclus
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ive of all who contribute to an organization’s success;
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• Discuss applications of career management and personal responsibility in gl
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obal workforce management;
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• Understand the role of the Human Resource function in effective corporate govern
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ance and sustainability;
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• Describe potential benefits of globalization for all;
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• Understand the ongoing challenge of managing our global workfo
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rce within the changing forces of convergence versus divergence.
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I. INTRODUCTION

A. Today’s burgeoning growth of business on a global scale (both home and abroa
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d) has significant challenges associated with the acquisition, deployment, and man
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agement of labor. BB BB


B. Critical to the success of all organizations, both profit and nonprofit, in our increas
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ingly global marketplace is the ability to plan for, attract, develop, and retain cap
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able and committed employees, whether those employees are at home or abroad.
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C. Competence in workforce management should not be restricted to those individuals
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Bwho specialize in human resources, but should be a top priority for every executiv
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e, manager, and business professional.
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D. The challenge of effectively managing human resources to achieve organizatio
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nal strategic objectives only increases in scope and complexity with the introd
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uction of BB

, multiple cultures, differing national practices and regulations, and physical distances i
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nvolved with global commerce. BB BB BB




II. GLOBAL MARKET CONTEXT (EXTERNAL FACTORS) BB BB BB BB




Company leaders endeavor to manage their organizations within a growing global market
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context, with rapidly changing social, political, economic, and technological forces. Key exte
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rnal factors influencing the effective management of human resources can differ dramatical
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ly from one local context to another.
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A. Physical environment BB




First and foremost, the Global COVID-
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19 pandemic has been the most prominent recent factor in our physical environment affecti
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ng each of us personally as well as overall workforce management policy and practice has
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been the global COVID-
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19 pandemic. The pandemic dramatically changed the nature and frequency of workforce i
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nteraction, encouraging more distant/remote and virtual working arrangements.
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Second, the increased awareness of global warming and associated climate change under t
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he broader managerial philosophy of sustainability is having a major impact on workforce
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management. Many organizations are encouraging the use of virtual meeting technologies
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such as Zoom and Microsoft Teams to reduce the cost and energy use in employees’ do
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mestic and international travel, and the first experiments with virtual reality meetings. Re
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mote working arrangements that have benefitted from online technological advancements
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are also being employed to ease physical commuting challenges in large metropolitan are
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as.

B. Economy

As local, national, regional, and global economic strength can have a great influence on bu
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siness activity, economic conditions can in turn greatly affect workforce decisions for carr
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ying out business activity. Where an economy is perceived as weak, company growth plans
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may be put on hold, along with a freeze in hiring new regular employees and a greater e
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mphasis on using temporary employees. Where regions may differ in their economic favora
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bility, MNCs may shift their business activity focus to gain the greatest benefit for the co
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mpany, thus placing differing workforce demands in different regions. Exchange rates acro
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ss the financial markets of the global economy can affect human resource arrangements to
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a significant degree.
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C. Social Preferences BB




This factor is made up of the broad set of culture-
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based beliefs, values, norms, customs, attitudes, and expectations held by groups, communit
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ies, and societies. Social preferences are also greatly influenced by:
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• communications technologies, such as the Internet, that increase widespread awarene
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ss of new issues, opportunities, and social models (e.g., CSR, basic human rights, et
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c.), rapidly changing traditional norms and expectations.
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• other external factors, such as government laws and regulations against workp
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lace discrimination. BB

, • growing global social expectation supporting nationalism, where national interests
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Bare placed ahead of those of other countries or multinational cooperative efforts
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.