Human Resource ManagementHuman Resource ManagementHealth and SafetyHealth and Safety

Health and SafetyHealth and Safety

Workers’ Compensation– Benefits

Total disability Impairment Survivor benefits Medical expenses Rehabilitation

– Costs Premiums are cost-based On-site occupational health centers Focus on causes of injuries Treatments/prescriptions

Occupational Safety and Health Act (OSHA)– Three major obligations

Provide and safe and healthy work environment Comply with specific occupational safety and health

standards Keep records of occupational injuries and illnesses

– OSHA Develops standards Grants variances from standards Conducts workplace inspections Issues citations and penalties (up to several million

dollars)

Health and SafetyHealth and Safety

Specific issues– Workplace violence– Smoking in the workplace– Cumulative trauma disorders (CTDs)– Hearing impairment– Genetic testing– Burnout and EAPs– Wellness programs

Health and SafetyHealth and Safety

Human Resource ManagementHuman Resource ManagementInternational HRInternational HR

Stages of International InvolvmentStages of International Involvment

Stage 1 Markets are exclusively domestic Stage 2 Markets expanded to foreign countries,

but production remains domestic Stage 3 Some operations moved out of home

country Stage 4 Firm in a multinational corporation

(MNC) where assembly/production is in several countries

Stage 5 Transnational corporations where control is diffuse with little allegiance to any one country

Locals vs. ExpatriatesLocals vs. Expatriates

Pluses and minuses of localsPluses and minuses of expatriates

Expatriate AssignmentsExpatriate Assignments

Problems – (In 2006 failures cost $170,000 to $360,000

each - Total of over $4 billion) Career Blockage Culture Shock Lack of Pre-departure Cross-cultural Training Overemphasis on Technical Skills Family Problems

Expatriate AssignmentsExpatriate Assignments

Problems – Difficulties upon Return

Lack of respect Loss of status Reverse culture shock

Levels of CultureLevels of Culture

ManifestExpressed valuesBasic assumptions

FrameworksFrameworks

Kluckhohn & Strodtbeck- Variation in Values Orientation

Bigoness & Blakely’s DimensionsHofstede’s DimensionsHall’s Culture ContextTrompenaars’ Seven Dimensions

Kluckhohn & StrodtbeckKluckhohn & Strodtbeck

Values orientation Variations

Relation to nature Subjugation Harmony MasteryTime orientation Past Present FutureBasic human nature Evil Neutral/MixedGoodActivity orientation Being Containing/ Doing

controllingRelationships among Individualistic Group Hierarchical peopleSpace orientation Private Mixed Public

Bigoness & BlakelyBigoness & Blakely

Pleasantness Good Citizen Competent Good Thinker(Cheerful,loving, (Responsible, (Capable, (Imaginative, helpful) polite, obedient) courageous) intellectual)

Australia (n=36) 12.7 10.9 5.6 8.3Brazil (n=30) 11.7 10.1* 4.7* 6.8*Denmark (n=37) 11.9 11.5 5.2 8.6France (n=32) 13.1* 11.3 5.6 7.8Great Britain

(n=89) 12.5 11.7 6.2 7.7Germany (n=106) 13.0* 10.8 5.5 8.0Italy (n=31) 12.2 11.7 5.2 6.7*Japan (n=20) 10.0* 9.8* 6.2 7.5Holland (n=31) 12.2 11.8 5.4 7.5Norway (n=46) 11.5 11.4 5.2 8.0Sweden (n=69) 12.8 12.0 4.5* 8.1USA (n=42) 12.1 11.5 6.7* 7.7

Overall 12.3 11.3 5.6 7.9

Hofstede’s Dimensions of Cultural Differences:

Individualism versus collectivismIndividualism versus collectivism -concern for self vs. others-concern for self vs. others

Power distancePower distance -acceptance of unequal power distribution-acceptance of unequal power distribution

Uncertainty avoidanceUncertainty avoidance -preference for structure-preference for structure

Materialism versus concern for others (Masculinity/Femininity)Materialism versus concern for others (Masculinity/Femininity) -tough vs. tender-tough vs. tender

Long-run versus short-run orientation (Bond)Long-run versus short-run orientation (Bond) -future vs. past/present-future vs. past/present

Power DistanceLow High

IC

Collective

Individual

VEN

COLPAK

TAI PER

SINHOK

PHI

INDJAP

GRE

THA

NZL CANNET

USAAUL

GBR

Hofstede Dimension Scores for 10 CountriesHofstede Dimension Scores for 10 Countries

PD IC MF UA LT

USA 40L 91H 62H 46L 29LGermany 35L 67H 66H 65M 31MJapan 54M 46M 95H 92H 80HFrance 68H 71H 43M 86H 30LNetherlands 38L 80H 14L 53M 44MHong Kong 68H 25L 57H 29L 96HIndonesia 78H 14L 46M 48L 25LWest Africa 77H 20L 46M 54M 16LRussia 95H 50M 40L 90H 10LChina 80H 20L 50M 60M 118H

From Hostede, 1993Academy of Management Executive

Hall’s Culture ContextHall’s Culture Context

High-context– China, Egypt, France, Italy

Low-context– Australia, Canada, England, United States

Culturally Based Differences in Culturally Based Differences in Management Style: Management Style:

StereotypesStereotypes

GermanyGermanyTechnically expert,Technically expert,authoritarians authoritarians

FranceFranceElitist,Elitist,

authoritarians authoritarians

JapanJapanFormal,Formal,consensus seekersconsensus seekers

ChinaChinaLow-profile,Low-profile,

tough negotiatorstough negotiators

United StatesUnited StatesEmotional,Emotional,egalitariansegalitarians

Multicultural Managers and Multicultural Managers and OrganizationsOrganizations

The Multicultural Manager– Has the skills and attitudes to relate effectively to and motivate

people across race, gender, age, social attitudes, and lifestyles. Respects and values the cultural differences.

– Has the ability (e.g., is bilingual) to conduct business in a diverse, international environment.

– Has a cultural sensitivity in being aware and interested in why people of other culture act as they do.

– Is not parochial in assuming that the ways of one’s culture are the only ways things should be done.

– Is not ethnocentric in assuming that the superiority of one’s culture over that of another culture.

Protocol Do’s and Don’t’s in Several CountriesProtocol Do’s and Don’t’s in Several Countries

Great Britain

DO say please and thank you often. DO arrive promptly. DON’T ask personal questions because the British protect their privacy. DON’T gossip about British royalty

France

DO shake hands when greeting. Only close friends give light, brushing kisses on cheeks. DO dress more formally than in the United States. Elegant dress is highly valued. DON’T expect to complete any work during the French two hour lunch

- DON’T chew gum in a work setting.

Italy

DO write business correspondence in Italian for priority attention. DO make appointments between 10:00 and 11:00 or after 3:00. DON’T eat too much pasta, as it is not the main course. DON’T hand out business cards too freely. Italians use them infrequently.

Protocol Do’s and Don’t’s in Several CountriesProtocol Do’s and Don’t’s in Several Countries

Greece

DO distribute business cards freely so people will know how to spell your name. DO be prompt even if your hosts are not. DON’T expect to meet deadlines. A project takes as long as the Greeks think is necessary. DON’T address people by formal or professional titles. The Greeks want more informality.

Japan

DO present your business cards with both hands and a slight bow as a gesture of respect. DO present gifts, American-made and wrapped. DON’T knock competitors. DON’T present the same gift to everyone, unless all members are the same organizational rank.

Improving the Expatriate AssignmentImproving the Expatriate Assignment

Emphasize cultural sensitivity in selection and include spouse in assessment

Conduct cross-cultural training with more for longer assignments

Position international assignments as career enhancing

Use compensation as an incentive