1. Global Human Resource management is a vital component of implementing global strategy and is increasingly being recognized as a major determinant of success or failure in international business.
2. The main staffing alternatives for global operations are the ethnocentric, polycentric, egocentric, and global approaches. Each approach has its appropriate uses, according to its advantages and disadvantages.
3. The causes of expatriate failure include the following: poor selection based on inappropriate criteria, inadequate preparation before assignment, alienation from headquarters, inability of manager or family to adapt to local environment, inadequate compensation package, and poor programs for career support and repatriation.
4. Appropriate and attractive compensation packages must be designed by IHRM staffs to sustain a competitive global management cadre. Compensation packages
for host-country managers must be designed to fit the local culture and situation as well as the firm's objectives.
5. Support programs for expatriates should include information from and contact with the home organization, as well as career guidance and support after the overseas assignment.
6. Global management teams offer greater opportunities for competition - by sharing experiences, technology, and international managers - and greater opportunities for cross-cultural understanding and exposure to different viewpoints. Disadvantages can result for communication and cross-cultural conflicts and greater complexity in the workplace.
7. Women and minorities represent an underutilized resource in international management; a major reason for this situation is the assumption that culturally based biases may limit the opportunities and success of females and miflorities.
SUMMARY OF KEY POINTS : Developing a Global Management Cadre article from Global Human Resource Management Catagory SUMMARY OF KEY POINTS
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