Characteristics of Employees who work effectively in foreign environments
Preparation and Training of Personnel
International Labor Relations
100
The ultimate challenge for who is to ensure that the right person is in right position at the right location with the right pay scale.
Who is an IHRM manager.
100
Manage and interact with labor unions, collective bargaining, handling strikes and other labor disputes, wage rates, and possible workforce reduction
What is International labor relations
100
Building and maintaining relationships is key, particularly for managers who interact with numerous colleagues employees, local partners, and government officials.
What is intrepersonal skills.
100
The ability to interact effectively and appropriately with people from different language and cultural backgrounds.
What is cross-cultural awareness.
100
The process through which management and workers identify and determine the job relationships that will be in effect at the workplace.
What is labor relations.
200
These are employees who are citizens of countries other than the home or host country.
What is a Third-country national
200
Assess, over time, how effectively managers and other employees perform their jobs abroad.
What is International performance appraisal.
200
Having an entreprenurial orientation, a proactive mindset, and a strong sense of innovativeness is important because expatriate managers often must function with independence abroad, with limited support from headquarters.
What is self-reliance.
200
A searchable database of employees, profiling their international skill sets and potential for supporting the firm's global aspirations.
What is a global talent pool.
200
An industrial relations practice where labor representatives sit on the corporate board and participate in company decision making.
What is codetermination.
300
These employees are citizens of the country where the subsidiary or affiliate is located.
What is a host-country national.
300
Choose between home-country nationals, host-country nationals, and third-country nationals.
What is International staffing policy.
300
The manager should possess an ability to adjust well to foreign cultures.
What is adaptability.
300
The capability of an employee o function effectively in situations characterized by cultural diversity.
What is cultural intelligence.
300
Collective negotiations between management and hourly labor and technical staff regarding wages and working conditions.
What is collective bargaining.
400
An employee who is assigned to work and reside in a foreign country for an extended period, usually a year or longer.
What is an expatriate.
400
Recruit talent from diverse backgrounds to bring experience and knowledge to firm problems and opportunities.
What is Diversity in the nternational workforce.
400
The candidate should have suitable family attributes--the ability of the spouse and other family members to cope with new environments.
What is sposue and/or dependents prepared for living abroad.
400
An internationally distributed group of people with a specific mandate to make or implement decisions that are international in scope.
What is a global team.
400
Formed in 2000, it represents 900 unions with 15 million members around the world.
What is the Union Network International.
500
An employee who is a citizen of the country where the MNE is headquartered.
What is parent-country national.
500
Increase effectiveness of international employees, leading to increased company performance.
What is Preparation and training of employees.
500
In distant locations, managers should have sufficient managerial and technical capabilities to fulfill the firm's goals and objectives.
What is technical competence.
500
The return of the expatriate to his or her home country following the completion of a lengthy foreign assignment.
What is repatriation.
500
Another major task for this is to ensure that the firm is fulfilling its corporate social responsibility in each of the countries it conducts business.