TEST BANK 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 F R FR



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 1-11FR




CHAPTER 1 INTRODU FR FR



CTION AND OVERVIEW
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LECTURE NOTES FR

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




• Identify important factors in the external global market context t
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hat can influence global workforce conditions and company manag
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ement practices; FR


• 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, inclusi
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ve of all who contribute to an organization’s success;
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• Discuss applications of career management and personal responsibility in glo
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bal workforce management;
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• Understand the role of the Human Resource function in effective corporate governa
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nce 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 workfor
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ce 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 abroad)
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has significant challenges associated with the acquisition, deployment, and manage
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ment of labor. FR FR


B. Critical to the success of all organizations, both profit and nonprofit, in our increasi
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ngly global marketplace is the ability to plan for, attract, develop, and retain capa
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ble 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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who specialize in human resources, but should be a top priority for every executive,
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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 introdu
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ction of FR

, multiple cultures, differing national practices and regulations, and physical distances in
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volved with global commerce. FR FR FR




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




Company leaders endeavor to manage their organizations within a growing global market c
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ontext, with rapidly changing social, political, economic, and technological forces. Key extern
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al factors influencing the effective management of human resources can differ dramatically
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from one local context to another.
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A. Physical environment FR




First and foremost, the Global COVID-
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19 pandemic has been the most prominent recent factor in our physical environment affectin
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g each of us personally as well as overall workforce management policy and practice has b
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een the global COVID-
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19 pandemic. The pandemic dramatically changed the nature and frequency of workforce in
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teraction, 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 su
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ch as Zoom and Microsoft Teams to reduce the cost and energy use in employees’ domest
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ic and international travel, and the first experiments with virtual reality meetings. Remote
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working arrangements that have benefitted from online technological advancements are als
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o being employed to ease physical commuting challenges in large metropolitan areas.
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B. Economy

As local, national, regional, and global economic strength can have a great influence on bus
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iness activity, economic conditions can in turn greatly affect workforce decisions for carryi
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ng out business activity. Where an economy is perceived as weak, company growth plans m
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ay be put on hold, along with a freeze in hiring new regular employees and a greater emph
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asis on using temporary employees. Where regions may differ in their economic favorability
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, MNCs may shift their business activity focus to gain the greatest benefit for the company,
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thus placing differing workforce demands in different regions. Exchange rates across the fi
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nancial markets of the global economy can affect human resource arrangements to a signifi
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cant degree. FR




C. Social Preferences FR




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, communiti
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es, and societies. Social preferences are also greatly influenced by:
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• communications technologies, such as the Internet, that increase widespread awarenes FR FR FR FR FR FR FR FR FR


s of new issues, opportunities, and social models (e.g., CSR, basic human rights, etc.
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), rapidly changing traditional norms and expectations.
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• other external factors, such as government laws and regulations against workpl
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ace discrimination. FR




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