Slide PSI 413 CHP 17

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Managing Global Human

Resources

Anggita Kusuma Dewi

Dyah Ayu Karyanti

Syahda Faturahmalia

(2)

Human Resources Challenges of

International Business

Cultural factors

Legal, political and labor

relation Economic

system

Ethics and codes of

conduct

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Adapting Human Resources

Activities to Intercountry Differences

Tenaga kerja di United States mencerminkan banyaknya budaya dan latar belakang etnik. Mereka berbagi nilai seperti apresiasi

terhadap demokrasi untuk memudarkan perbedaan budaya.

Perusahaan yang memiliki anak perusahaan di luar negeri tidak menghadapi kesamaan.

Waktu libur di United Kingdom adalah 0 sampai 5 minggu per tahun di Luxembourg.

Di Italia tidak ada persyaratan khusus untuk representative

boards of directors, sedangkan hal ini berlaku

di Denmark.

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Cultural Factors

Di United States, manajer berfokus pada bagaimana agar pekerjaan bisa diselesaikan.

Manajer di China berfokus kepada menciptakan lingkungan yang harmonis.

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The Hofstede Study by Professor

Geert Hofstede

Hofstede membagi masyarakat menjadi 5 klasifikasi ;

1. Jarak kekuasaan,

2. Individualisme,

3. “Masculinity”,

4. Penghindaran ketidakpastian,

5. Orientasi jangka panjang.

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Economic System

Market Economies

Mixed Economies Planned

Economies

United

States China

North Korea

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Legal, Political, and Labor Relation

HAL 606

Di India, perusahaan yang memiliki lebih dari 100 pekerja harus mendapatkan izin

dari pemerintah untuk memecat karyawannya.

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Ethics and Code of Conducts

HAL 607

IBM membayar 10 juta dolaar untuk menetakan tuduhan, bahwa mereka telah disuap oleh pejabat China dan Korea Utara, untuk mendapatkan 54 juta

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Human Resources Abroad

example: The Eropean Union

Minimum EU Wages

Working Hours

Termination of Employment

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Human Resources Abroad

example: China

Beberapa variasi praktek HRM di China dan perusahaan Barat

Recruitin g

Selection Appraisin_g

Compensation

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Staffing The Global Organization

Internasional

Staffing _{Home OR Locals ?}

1. Locals 2. Expatriate

3. Home-Country Nationals 4. Third-Country Nationals Using Locals

Using Locals

Using Expats Using Expats

Using Virtual Teams

1

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Offshoring

2

Menugaskan pekerja lokal ke luar negeri untuk melakukan pekerjaan yang sebelumnya dilakukan oleh pekerja

domestik negara tujuan

Management Values and International Staffing Policy

3 Ethnocentric

Polycentric

Geocentric

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Selecting Expatriate

Managers

4 Selection Testing

Legal Issues

Advoiding Early Expatriate

Returns

5

Traits Of Successful

Expatriate

Family Pressures

What Employers Can Do

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Training and maintaining employees

abroad

ORIENTING AND TRAINING EMPLOYEES ON INTERNASIONAL

ASSIGNMENT

APPRAISING MANAGERS

ABROAD

ONGOING TRAINING

1

2

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3

COMPENSATING MANAGERS

ABROAD

The Balance Sheet Approach

EXPATRIATE PAY EXAMPLE

INCENTIVE

STEPS IN ESTABLISHING A GLOBAL PAY SYSTEM:

1. Set Strategy

2. Identify Crucial Executive Behaviors

3. Global Philosophy Framework 4. Identify Gaps

5. Systematize Pay Systems 6. Adapt Pay Polices

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LABOR RELATIONS

ABROAD

4

Centralization

Employer Organization

Union Recognition

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TERRORISM, SAFETY AND

GLOBAL HR

5 TERRORISM

TAKING PROTECTIVE

MEASURES

KIDNAPPING AND RANSOM INSURANCE HAL 620

REPATRIATION: Problems &

Solutions

6

IMPROVING PRODUCTIVITY

THROUGH HR

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Managing HR Locally: How To Put Into

Practice A Global HR System

Developing a More Effective

Global HR

1

Form Global HR Networks.

Remember That it’s More Important To Standardize ends

and Competencies than specifics methods.

Making the Global HR System

More Acceptable

2

Investigate pressures to

differentiate and determine their legitimacy.

Try to work within the context of a strong corporate culture

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Implementing The Global HR

System

3 “You can’t communicate

enough”

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