Professional Documents
Culture Documents
PERFORMANCE MANAGEMENT,
TRAINING AND COMPENSATION OF
EXPATRIATE MANAGERS
INTERRELATED?
Presented by:
Miss. Qunyao
Miss. Jann
Miss. Jac
Zhang Ruixian
WHATS THE IHRM ABOUT?
Aims to promote: productivity, commitment,
flexibility and quality of product/services.
HRM is strategic, like all other managerial
functions.
The component of HRM:
Staffing
Training and development
Performance management
Compensation management
Employee relations
IRHM refers to HRM in global context
HRM is meant to promote efficiency, it seeks
to lower costs and increase output
PCNS STRENGTH AND WEAKNESSES
Ethnocentric MNCs tend to use PCNs
Strength: familiarity with home office goals,
cmpetence and control
Weaknesses: difficulties adapting to new
culture, cost, resistance from subsidiary and
family adjustment
Example: 76.5% Japanese MNCs have a PCN
director.
WHY USE EXPATS (PCNS)?
Knowledge transfer
Management development (gain broader
experience)
Organization development
As communication link
EXPATRIATE MANAGEMENT IN MNC
High cost of placing expatriate
managers
Failure is all too common and has
considerable financial cost
MNCs staffing is influenced by a series
of factors, e.g culture shoking, family
adjustment and repatriation etc.
SELECTION OF
EXPATRIATES:
TECHNICAL COMPETENCE
Technical competence is universal for all
selection in any work context.
The manager/worker must be well trained in
the technical aspects of the job.
The technical competence is important since
Expatriates often must act independently.
There may not be a large pool of superiors to
consult on problems.
SELECTION OF
EXPATRIATES:
TECHNICAL COMPETENCE
When making international assignments,
they focus on knowledge creation and global
leadership development.
Example: A Canadian company that wants to open a telephone-
making plant in Vietnam. It will send a manager who knows how to
manufacture phones and how to get a green field facility up and
running quickly. Once the plant was established, he would be
expected to transfer his knowledge to local professionals and to
learn from them too, Together , they would be expected to
generated innovative ideas.
Nokia is a good example of a company that effectively uses
international assignments to generate knowledge. Senior Executives
scan their global workforce for engineers and designers who are
likely to generate new ideas when combined into a team. They bring
these people together in an R & D center for assignments with the
explicit objective of inventing new products. Such as the Nokia 6100
series mobile telephones that have quickly captured a leading
position in markets around the world.
SELECTION OF
EXPATRIATES:
PERSONAL TRAITS
Expatriate managers should possess
outstanding interpersonal skills
They should be able to deal effectively with
people from another culture.
An open Personality facilitates success
INTERNAL
Goal orientation
Capacity to pay
Competitive strategy
Organizational culture
Internal workforce composition
Labor relations
Subsidiary role
EXTERNAL
Parent nationality
Labor market
Local culture
Home and host country governments’ roles
Industry type
Competitor’s strategies
TRAINING AND DEVELOPEMENT
International compensation: It is an organization’s usual means by
which employee rewards are planned and administered. It includes
base salary, benefits, perquisites, long and short term incentives,
valued by employers in accordance with their relative contributions
to MNC performance.
Increasingly, the importance of international compensation strategy in
the implementation of org strategy is beng acknowledged.
It is believed that the key to improving the process for developing, delivering, and
evaluating CCT
Programs from expatriates lies in new training technologies. BAsed on the current
instructional technology research, new training technologies such as the internet and
web based technologies are developing at an enormous pace and are providing cost
effective alternatives to traditional training design processes.
Using new technology to its best advantage is a major challenge facing CCT trainers and HR
specialists. In our opinion, it seems that making the most of this tech is critical to
designing effective CCT interventions now and in the future.
e.g A 2-wk program is provided by firms like British Petroleum in UK and Olivetti in Italy..
These programs focus on issues like preparing global managers to examine
environmental constraints and meet worldwide challenges, as well as to manage
corporate cultures and human interfaces.
PERFORMANCE MANAGEMENT
A process that involves: goal setting,
appraisal(performance evaluation), Training
and development, Performance Related
Pay(Compensation/rewards)
The objective is to achieve continuous
improvement in employ performance.
Improved employee performance benefits
organizational performance in turn.
THE COMPONENTS OF
PERFORMANCE MANAGEMENT
Communication of Company vision
Role/job clarification
Goal setting/planning/alignment
Development/coaching/support
Monitoring performance
Feedback
Compensation/rewards
GOAL SETTING IN FIVE TYPES OF
EXPATRIATE GROUPS AT NTC
Approaches
1. Negotiation/Ad Hoc
Expatriates negotiates a unique compensation package
tailored to the environment
2. Balance Sheet
Uses a standardized formula to ensure the expatriates are not
worse off by accepting an international assignment
3. Localization
INTERNATIONAL COMPENSATION
STRATEGY
The provision of monetary and non-monetary rewards, including base
salary, benefits, perquisites, long and short term incentives, valued
by employees in accordance with their relative contributions to MNC
performance.
HRM purpose
To attract, retain and motivate those personnel required throughout
the MNC currently and in the future.
Risk
1. Increased by the complexities of operating within multiple diverse
economic, employment and taxation regimes.
2. Hardship
In consideration of isolation, crime, natural hazards, political
violence, based on government data upon which rates can be
provided by consulting organizations.
3. Relocation
Compensation for costs such as transport, storage, temporary
accommodation, purchases of appliances and vehicles,
associated with moving to host country.
4. Education
For assignees’ children.
5. Home Leave
Provision for the assignee and family to return home
PERFORMANCE MANAGEMENT
An integrated set of techniques which have had an independent
existence under their own names. E.g. Performance appraisal
Purpose
To improve employee performance
Preparation
Monitoring/Supporting
Repatriation
PROCESS OF USING
EXPATRIATES
Selection refers to the staffing function, as
discussed in the earlier parts
Following selection, the expatriates should be
prepared, often involves, training such as
language skills, cultural skills etc
Monitor refers to the Performance
management.
Also monitor upon arrival, identify culture
shock etc problem, morale of the expat and
family etc.
Support in the form of training should be
offered.
Repatriation: career development, new skills
CONCLUSION
Selection Staffing
Traning/
Preparation Development
Monitor/ Performance
Support Management
Repatriation Compensation