MGMT 2430 Study Guide - Final Guide: Gender Equality, Well-Founded Relation
7 May 2018
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Chapter 17: Managing Human Resources in a Global Business
Definitions:
• Expatriates: employees who are citizens of the country where the
parent company is based and who are sent to work in another country
• Workforce Mobility: the focus on managing the recruitment,
relocation, and retention of employees who complete work related
tasks and activities outside of the core or primary head office or region
of the company
• Immigrant: a person residing in Canada who was born outside of
Canada (excluding temporary foreign workers, Canadian citizens born
outside of Canada, and those with student or work visas)
• Global Nomads: employees who continuously move from country to
country on multiple assignments
• Expatriate Assignment Failure: early return of an expatriate from a
global assignment
• Ethnocentric Staffing Policy: policies that align with the attitude that
home-country mangers are superior to those in the host country
• Polycentric Staffing Policy: policies that align with the belief that only
host country managers can understand the culture and behavior of
the host country market
• Geocentric Staffing Policy: policies that align with the belief that the
best manager for any specific position anywhere on the globe may be
found in any of the countries in which the firm operates
• Balance Sheet Approach: a method of formulating expatriate pay
based on equalizing purchasing power across countries
• Repatriation: the process of moving the expatriate and their family
back from the foreign assignment
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Document Summary
Chapter 17: managing human resources in a global business. Chapter summary: globalization affects hrm in two significant ways. First, workforce mobility forces companies to focus on international recruitment, retention, and relations strategies to take advantage of the skills offered by workers who were not born in canada. These affect hrm in a variety of ways: global relocation strategies must consider effective selection, training, compensation, labour relations and performance appraisals for expatriates and global managers. They include the often well-founded fear that the expatriate is out of sight, out of mind, and difficulties in reassimilating the e(cid:454)patriate"s fa(cid:373)il(cid:455) back into home country culture. Suggestions for avoiding these problems include using repatriation agreements, assigning a home country sponsor/mentor, offering career counselling, keeping the expatriate plugged in to home office business, building in return trips, providing financial support to (cid:373)ai(cid:374)tai(cid:374) the e(cid:454)patriate"s ho(cid:373)e-country.
