Instructor Manual For

Instructor Manual For Global Business Today (2024 Release) By Charles W. Hill

(All Chapters 1-17, 100% Original Verified, A+ Grade)

All Chapters Arranged Reverse:

17-1

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1 Hill, Global Business Today, 2024 Release Chapter 17 Instructor’s Manual

Chapter 17: Global Human Resource

Management Table of Contents Learning Objectives Chapter Summary Chapter Opening Activity Chapter Outline Opening Case: Schneider Electric: A “Lighthouse” in Diversity, Equity and Inclusion Introduction

Strategic Role of Global HRM: Managing a Global Workforce

Staffing Policy Did You Know? Video Clip Training and Management Development Performance Appraisal Compensation Building a Diverse Global Workforce International Labor Relations

360° View: Impact of the Macro Environment

End-of-Chapter Resources Critical Thinking and Discussion Questions globalEDGE™ Research Task © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 2 / 4

1 Hill, Global Business Today, 2024 Release Chapter 17 Instructor’s Manual

Closing Case: Developing a Diverse Global Workforce at Colgate-Palmolive

Continuous Case Concept Additional Readings and Sources of Information © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC. 3 / 4

1 Hill, Global Business Today, 2024 Release Chapter 17 Instructor’s Manual Learning Objectives 17-1 Summarize the strategic role of human resource management in international business.17-2 Identify the pros and cons of different approaches to staffing policy in international business.17-3 Explain why managers may fail to thrive in foreign postings.17-4 Recognize how management development and training programs can increase the value of human capital in an international business firm.17-5 Explain how and why performance appraisal systems might vary across nations.17-6 Understand how and why compensation systems might vary across nations.17-7 Understand how organized labor can influence strategic choices in international business firms.Chapter Summary This chapter focuses on the challenging topic of global human resource management (HRM).The term “expatriate manager” is introduced and the task of staffing foreign subsidiaries is discussed. In this area, firms typically pursue either an ethnocentric, polycentric, or geocentric approach. This section is followed with an explanation of the challenges involved in selecting expatriate managers. Expatriate managers often fail in their overseas assignments for a variety of reasons, ranging from the inability of their spouses to adjust to living overseas to a manager’s personal or emotional maturity. Techniques that can be used to reduce expatriate failure are presented and discussed. The chapter also discusses other HRM topics in the context of global management, including training and management development and performance appraisal and compensation. The chapter concludes with the benefits of a diverse workforce and a discussion of labor issues in international business.© McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.

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