Week 1 Project

Human Resource, Corporate Social Responsibility, and the Global Workforce

Corporations must rely heavily on an HR professional for staf�ng, planning, training, performance management, employee relations, compensation, enforcement of labor laws, and much more. Multinational corporations (MNCs) cannot have a successful global operation without this individual.

The HR professional’s job becomes more complicated:

On a global scale due to the myriad cultural and national differences in foreign operations. These important activities involved in global workforce management are greatly in�uenced by several factors, both in the external environment and within the internal environment of the �rm. (Vance & Paik, 2015, p. 35)

The HR professional’s functions when considering oversees facilities are compounded with political con�icts, different labor laws, working conditions, various agreements, culture, safety climate, and other day-to-day activities. While an MNC is interested in doing business abroad for �nancial reasons, what precarious situation would an expatriate be placed in if an HR professional failed to conduct an extensive assessment on the country? The expatriate could be placed in the middle of a feud between two countries and become a casualty of war.

Human Resource Assessment for Countries when

Sending Employees Abroad The HR professional must investigate the host country prior to sending the expatriate on an assignment. Extensive research on the country’s political climate, economy, and any other factors will have a direct effect on how well the expatriate will become acclimated to the new assignment.

Major Points to Consider for Assessment of a Country

Political economy

Language barriers

Customs

Legal and ethical issues

The HR function—directed by top management and supported by HR professionals—plays a central role in corporate social responsibility and sustainability activities as part of effective corporate governance. Leading global �rms today increasingly demonstrate competitive advantage through the effective deployment and management of a truly global workforce, integrating the talents of the parent country nationals (PCNs), home country nationals (HCNs), and third country nationals (TCNs) (Vance & Paik, 2015, p. 45).

From the South University Online Library, read the following:

Evaluation of transition for family

Terrorism

Natural disasters

Managing Expatriate Evacuations in Times of Crisis: A Cross-Industry Comparison  (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=97732717&site=eds-live)

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Expatriate Performance in Terrorism-Endangered Countries: The Role of Family and Organizational Support  (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=edselp&AN=S0969593115000414&site=eds-live)

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Corporate Social Responsibility Initiatives for Third

Country Nationals Take a moment to consider how the HR professional can use geocentric staf�ng as a way to leverage recruiting.

Staf�ng Type

“Third-Country National (TCN) (Geocentric staf�ng choice)” (Wintersberger, 2017, p. 148).

Description

Wintersberger (2017) states the following:

Orientation Subsidiary

According to Wintersberger (2017), “MNCs with a geocentric focus adopt a global outlook in their subsidiary operations. HQ relies on its global manpower in the world, developed for key positions in the various subsidiaries everywhere in the world” (p. 148).

Re�ects the belief in pluralism and the responsiveness of multiple cultures working together. Hence, MNCs typically believe that top subsidiary executives can come from any country or region of the world and make a positive impact on the performance of the corporation, once they are developed for key positions. (p. 148)

Additional Materials

From your course textbook, Managing a Global Workforce: Challenges and Opportunities in International Human Resources Management, read the following chapters:

Introduction and Overview

Cultural Foundations of International Human Resource Management

From the South University Online Library, read the following articles:

Global Human Resources (HR) Information Systems (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=edb&AN=84775491&site=eds-live)

An HR Architectures Approach to Understanding New Forms of International Staf�ng  (https://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.ebscohost.com.southuniversity.libproxy.edmc.edu/login.aspx? direct=true&db=bth&AN=33622513&site=eds-live)

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