Fundamentals of Human Resource
Management, 2024 Release by
Raymond A. Noe
Complete Chapter Solutions Manual
are included (Ch 1 to 16)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1 Managing Human Resources
2 Trends in Human Resource Management
3 Providing Equal Employment Opportunity and a Safe Workplace
4 Analyzing Work and Designing Jobs
5 Planning for and Recruiting Human Resources
6 Selecting Employees and Placing Them in Jobs
7 Training Employees
8 Developing Employees for Future Success
9 Creating and Maintaining High-Performance Organizations
10 Managing Employees’ Performance
11 Separating and Retaining Employees
12 Establishing a Pay Structure
13 Recognizing Employee Contributions with Pay
14 Providing Employee Benefits
15 Collective Bargaining and Labor Relations
16 Managing Human Resources Globally
,Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch16-1)
Chapter 16
Managing Human Resources Globally
This chapter discusses the HR issues that organizations must address in a world of global
competition. The chapter begins by describing how the global nature of business is affecting
human resource management in modern organizations. Next, it identifies how global differences
among countries affect an organization’s decisions about human resources. The following
sections explore HR planning, selection, training, and compensation practices in international
settings. Finally, the chapter examines guidelines for managing employees sent on international
assignments.
Chapter Outline
HRM in a Global Environment
• More companies are moving into international markets by exporting, entering into
alliances with foreign companies, and building facilities in other countries.
• Organizations need employees who understand customers, suppliers, local laws, and
customs in other countries and are able to adapt their plans to local situations.
• Organizations may hire a combination of parent-country, host-country, and third-
country nationals. Employees who are assigned to work in another country are called
expatriates (“expats”).
• As organizations grow, they often begin to meet demand from customers in other
countries by becoming an international organization (exporting), multinational
company (facilities overseas), or global organization (products tailored to segments).
• Global organizations need a transnational HRM system that features decision
making from a global perspective, managers from many countries, and ideas
contributed by people from a variety of cultures.
Factors Affecting HRM in International Markets
• Other influences on international HRM include the foreign country’s culture, education
and skill levels, economic system, and political-legal system.
• A country’s economic system, as well as the government’s involvement in the economy,
is a strong factor determining HRM practices.
Human Resource Planning in a Global Economy
• HR planning involves decisions about where and how many employees are needed for
each international facility.
• The cost and availability of qualified workers and decisions about outsourcing must also
be considered.
Selecting Employees in a Global Labor Market
• Organizations fill foreign positions with host-country, parent-country, or third-country
nationals.
• The factor most strongly influencing whether an employee completes a foreign
16-1
, assignment is the comfort of the employee’s spouse and family.
• Expatriates often feel culture shock, the disillusionment and discomfort that occur
during the process of adjusting to a new culture and its norms, values, and perspectives.
Training and Developing a Global Workforce
• Training and development programs should be effective for all participating employees,
regardless of their country of origin.
• When organizations hire employees to work in a foreign country or transfer them to
another country, the employer needs to provide the employees with cross-cultural
preparation—training in how to handle the challenges associated with working in the
foreign country.
Performance Management across National Boundaries
• Organizations have to consider legal requirements, local business practices, and national
cultures when they establish performance management methods in other countries.
Compensating an International Workforce
• Pay structures can differ substantially among countries in terms of pay level and the
relative worth of jobs.
• The organization must also make decisions with regard to incentive pay, such as bonuses
and stock options, and benefits packages, which must take into account the laws of each
country involved.
International Labor Relations
• Organizations establish policies and goals for labor relations, for overseeing labor
agreements, and for monitoring labor performance.
• Negotiations that take place between labor and management occur in a different social
context, not just different economic and legal contexts.
Managing Expatriates
• A successful expatriate manager must be sensitive to the host country’s cultural norms,
flexible enough to adapt to those norms, and able to survive the culture shock of living in
another culture.
• Preparation for expatriate assignments often focuses on cross-cultural training and should
include spouses.
• Organizations need to clearly review expatriates’ performance while abroad and
compensate them appropriately, often by using a balance sheet approach.
• Repatriation after the assignment is critical and can include communication of changes
at home and validation of a job well done abroad.
Learning Objectives
LO 16-1: Summarize how the growth in international business activity affects human resource
management.
16-2
Management, 2024 Release by
Raymond A. Noe
Complete Chapter Solutions Manual
are included (Ch 1 to 16)
** Immediate Download
** Swift Response
** All Chapters included
,Table of Contents are given below
1 Managing Human Resources
2 Trends in Human Resource Management
3 Providing Equal Employment Opportunity and a Safe Workplace
4 Analyzing Work and Designing Jobs
5 Planning for and Recruiting Human Resources
6 Selecting Employees and Placing Them in Jobs
7 Training Employees
8 Developing Employees for Future Success
9 Creating and Maintaining High-Performance Organizations
10 Managing Employees’ Performance
11 Separating and Retaining Employees
12 Establishing a Pay Structure
13 Recognizing Employee Contributions with Pay
14 Providing Employee Benefits
15 Collective Bargaining and Labor Relations
16 Managing Human Resources Globally
,Solutions Manual organized in reverse order, with the last chapter displayed first, to ensure that all
chapters are included in this document. (Complete Chapters included Ch16-1)
Chapter 16
Managing Human Resources Globally
This chapter discusses the HR issues that organizations must address in a world of global
competition. The chapter begins by describing how the global nature of business is affecting
human resource management in modern organizations. Next, it identifies how global differences
among countries affect an organization’s decisions about human resources. The following
sections explore HR planning, selection, training, and compensation practices in international
settings. Finally, the chapter examines guidelines for managing employees sent on international
assignments.
Chapter Outline
HRM in a Global Environment
• More companies are moving into international markets by exporting, entering into
alliances with foreign companies, and building facilities in other countries.
• Organizations need employees who understand customers, suppliers, local laws, and
customs in other countries and are able to adapt their plans to local situations.
• Organizations may hire a combination of parent-country, host-country, and third-
country nationals. Employees who are assigned to work in another country are called
expatriates (“expats”).
• As organizations grow, they often begin to meet demand from customers in other
countries by becoming an international organization (exporting), multinational
company (facilities overseas), or global organization (products tailored to segments).
• Global organizations need a transnational HRM system that features decision
making from a global perspective, managers from many countries, and ideas
contributed by people from a variety of cultures.
Factors Affecting HRM in International Markets
• Other influences on international HRM include the foreign country’s culture, education
and skill levels, economic system, and political-legal system.
• A country’s economic system, as well as the government’s involvement in the economy,
is a strong factor determining HRM practices.
Human Resource Planning in a Global Economy
• HR planning involves decisions about where and how many employees are needed for
each international facility.
• The cost and availability of qualified workers and decisions about outsourcing must also
be considered.
Selecting Employees in a Global Labor Market
• Organizations fill foreign positions with host-country, parent-country, or third-country
nationals.
• The factor most strongly influencing whether an employee completes a foreign
16-1
, assignment is the comfort of the employee’s spouse and family.
• Expatriates often feel culture shock, the disillusionment and discomfort that occur
during the process of adjusting to a new culture and its norms, values, and perspectives.
Training and Developing a Global Workforce
• Training and development programs should be effective for all participating employees,
regardless of their country of origin.
• When organizations hire employees to work in a foreign country or transfer them to
another country, the employer needs to provide the employees with cross-cultural
preparation—training in how to handle the challenges associated with working in the
foreign country.
Performance Management across National Boundaries
• Organizations have to consider legal requirements, local business practices, and national
cultures when they establish performance management methods in other countries.
Compensating an International Workforce
• Pay structures can differ substantially among countries in terms of pay level and the
relative worth of jobs.
• The organization must also make decisions with regard to incentive pay, such as bonuses
and stock options, and benefits packages, which must take into account the laws of each
country involved.
International Labor Relations
• Organizations establish policies and goals for labor relations, for overseeing labor
agreements, and for monitoring labor performance.
• Negotiations that take place between labor and management occur in a different social
context, not just different economic and legal contexts.
Managing Expatriates
• A successful expatriate manager must be sensitive to the host country’s cultural norms,
flexible enough to adapt to those norms, and able to survive the culture shock of living in
another culture.
• Preparation for expatriate assignments often focuses on cross-cultural training and should
include spouses.
• Organizations need to clearly review expatriates’ performance while abroad and
compensate them appropriately, often by using a balance sheet approach.
• Repatriation after the assignment is critical and can include communication of changes
at home and validation of a job well done abroad.
Learning Objectives
LO 16-1: Summarize how the growth in international business activity affects human resource
management.
16-2
