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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Serie: J-B SIOP Professional Practice Series
- Sprache: Englisch
Today's global organizations operate at an extraordinary level of complexity. They not only contend with diverse languages, cultures, and political/legal situations, they must also deal with differences based on national boundaries, organizational size, product and services mix, functional specialization, and customer sets. Going Global offers human resource professionals and I/O psychologists a comprehensive resource for meeting the challenges of the global work environment. Edited by Kyle Lundby, along with Jeff Jolton and a team of leading-edge practitioners, this comprehensive volume uses the employee lifecycle as an underlying framework and is organized into three sections: * Practical considerations for HR and OD practitioners in a global environment; * Attracting and selecting global talent; and * Maximizing performance in the global workplace. Within each section, authors explore key cornerstones of I/O practice (e.g., selection, leadership development) applied to the global workplace. Going Global outlines the best practices in the field and is filled with down-to-earth advice from those who have worked in the field. The book not only provides insightful analysis of such broad topics as what it means to be global and HR's strategic role in global organizations, it examines the undercurrent of culture and its pervasive influence on organizations and the people that comprise them. Going Global also contains valuable information on global employee attraction, selection, and retention strategies, as well as current thinking about intercultural competence training, work-family balance, and the expatriate experience. Going Global doesn't offer a one-size-fits-all approach but rather includes many strategies and solutions that can apply to a wide variety of situations and organizations. Going Global offers firms a roadmap for creating a winning program for international success.
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Seitenzahl: 738
Veröffentlichungsjahr: 2010
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Contents
Cover
Contents
Series Page
Previous Professional Practice Series volumes include
Title Page
Copyright
Series Editor
Foreword
Preface
What Is Global?
Audience
Overview of the Book
Contributors
PART 1: Practical Considerations for HR and OD Practitioners Working Across Geographic-Cultural Boundaries: The Changing Workplace
CHAPTER 1: Navigating the Complexities of a Global Organization
What Does It Mean to Be Global?
Summary
References
CHAPTER 2: Culture: Values, Beliefs, Perceptions, Norms, and Behaviors
What Is Culture?
Main Cultural Dimensions with Implications for Cross-Cultural Management
Project GLOBE’S Leadership Dimensions
Cultural Diversity: A Nuisance or a Competitive Advantage?
References
CHAPTER 3: Multicultural Teams: Critical Team Processes and Guidelines
What Are the Implications of Intracultural Differences for Teamwork?
Components Driving Effectiveness in Multicultural Teams
Guidelines for Improving Multicultural Teamwork
Concluding Comments
Acknowledgment
References
CHAPTER 4: HR in the Global Workplace
Impact of Globalization
Shifting Role of Human Resources
Human Resources Design Framework
Managing Talent: Freedom within a Framework
Human Resources Program Implementation
Challenges to Implementation
Future of Global HR Management
References
PART 2: Attracting and Selecting Employees in the Global Workplace
CHAPTER 5: Recruitment in a Global Workplace
Importance of Casting a Wide Recruiting Net
Scope and Outline of the Chapter
Contingencies to Consider When Recruiting
Exogenous Contingency Factors in Recruitment
Endogenous Contingency Factors in Recruitment
Conclusion
References
CHAPTER 6: Global Selection: Selection in International Contexts
What Is Global Selection, Anyway?
Why Bother?
Types of Global Selection
Selecting Transnationals
Conclusion
References
CHAPTER 7: On-Boarding in a Global Workplace
The Challenge
Stages of On-Boarding
Putting It All Together
The Future of On-boarding
PART 3: Maximizing Performance in the Global Workplace
CHAPTER 8: Developing Leadership in Global Organizations
History of Leadership Development Activities
Origins of Leadership Thought
Organizational Leadership Development Practices
Global Landscape and Changing Demographics
Practical Recommendations for Global Companies
Middle East Case Study
Conclusion
CHAPTER 9: Strategic Surveying in the Global Marketplace and the Role of Vitality Measures
Setting the Global Stage
Case Study: Employee Confidence
Enduring Survey Purposes
Organizational Ambidexterity
Organizational Change and Resilience
Measuring Vitality and Other Metrics in a Globalizing World
Conclusion
References
CHAPTER 10: Best Practices for Training Intercultural Competence in Global Organizations
What Is Intercultural Competence?
Social Intelligence
Adaptability
Current Intercultural Competence Training Approaches
Intercultural Competence Training Outcomes
Intercultural Competence Assessment Tools
Best Practices for Intercultural Competence Training and Assessment
Conclusion
References
CHAPTER 11: Creating Infectious Change in Global Organizations: Applying Psychology to Large-Scale Planned Interventions
Organizational Change in Our Twenty-First Century Global Environment
Putting Theory into Practice
References
CHAPTER 12: Maximizing the Success and Retention of International Assignees
The Benefits and Challenges of International Assignments for Individuals and Organizations
International Assignee Practices
Performance Management
Work-Life Balance and International Assignee Support Practices
The Future: Strategic Alignment and Expatriate Management Practices
Practical Reality for Industrial/Organizational Psychologists and the Management of International Assignees
References
CHAPTER 13: Work and Family in a Global Context
Introduction
Investigation of Flexibility Use at Procter & Gamble
Practical Implications and Recommendations
References
The Editor
Subject Index
Name Index
End User License Agreement
List of Tables
CHAPTER 5: Recruitment in a Global Workplace
Table 5.1. Chapter Summary.
CHAPTER 6: Global Selection: Selection in International Contexts
Table 6.1. Differences Between Expat Managers and Transnational Managers.
Table 6.2. Steps for Developing Culturally Valid, Standardized Selection Tests.
Table 6.3 .High-Context Versus Low-Context Cultures.
CHAPTER 7: On-Boarding in a Global Workplace
Table 7.1. On-Boarding Defined.
Table 7.2. Key Areas Developed Through Socialization.
Table 7.3. Elements That Contribute to Organizational Culture.
Table 7.4. Common Problems with Orientation Sessions.
Table 7.5. Putting It All Together.
CHAPTER 9: Strategic Surveying in the Global Marketplace and the Role of Vitality Measures
Table 9.1. Employee Confidence Aligns with Rank Order Change in Gross Domestic Product.
Table 9.2. Employee Confidence Percentage Scores.
Table 9.3. Enduring Challenges Involve Both Current Performance and Future Potential.
CHAPTER 10: Best Practices for Training Intercultural Competence in Global Organizations
Table 10.1. Summary of Training Approaches and Learning Outcomes.
Table 10.2. Intercultural Competence Training Assessment Tools.
Table 10.3. Best Practices for Intercultural Competence Training.
CHAPTER 11: Creating Infectious Change in Global Organizations: Applying Psychology to Large-Scale Planned Interventions
Table 11.1. The Five-FactorModel of Personality.
CHAPTER 13: Work and Family in a Global Context
Table 13.1. Mean WLE by Gender Egalitarianism.
Table 13.2. Mean WLE by Gender Egalitarianism and FWA Use.
Table 13.3. Mean WLE by Humane Orientation.
Table 13.4. Mean WLE by Humane Orientation and FWA Use.
Table 13.5. Mean WLE by Collectivism.
Table 13.6. Mean WLE by Collectivism and FWA Use.
Table 13.7. Mean WLE by Performance Orientation.
Table 13.8. Mean WLE by Performance Orientation and FWA Use.
List of Illustrations
CHAPTER 3: Multicultural Teams: Critical Team Processes and Guidelines
Figure 3.1. Framework for Thinking About Multicultural Team Performance.
CHAPTER 4: HR in the Global Workplace
Figure 4.1. Human Resources Design Framework.
CHAPTER 7: On-Boarding in a Global Workplace
Figure 7.1. Cultural Difference in Communication: Context Versus Content
Figure 7.2. Day 1 Checklist.
CHAPTER 9: Strategic Surveying in the Global Marketplace and the Role of Vitality Measures
Figure 9.1. The Employee Confidence Framework.
CHAPTER 11: Creating Infectious Change in Global Organizations: Applying Psychology to Large-Scale Planned Interventions
Figure 11.1. Individual Predispositions to Organizational Change Roles.
Guide
Cover
Contents
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The Professional Practice Series
The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative, and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice:
Focus on practice, but grounded in science.
Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice.
Showcase the application of industrial and organizational psychology to solve problems.
Document and demonstrate best industrial and organizational-based practices.
Stimulate research needed to guide future organizational practice.
The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology to solve human-related organizational problems.
Previous Professional Practice Series volumes include:
Published by Jossey-Bass
Strategy-Driven Talent Management: A Leadership Imperative
, Rob Silzer and Ben E. Dowell, Editors
Performance Management
, James W. Smither and Manuel London, Editors
Customer Service Delivery
, Lawrence Fogli, Editor
Employment Discrimination Litigation
, Frank J. Landy, Editor
The Brave New World of eHR
, Hal G. Gueutal, Dianna L. Stone, Editors
Improving Learning Transfer in Organizations
, Elwood F. Holton III, Timothy T. Baldwin, Editors
Resizing the Organization
, Kenneth P. De Meuse, Mitchell Lee Marks, Editors
Implementing Organizational Interventions
, Jerry W. Hedge, Elaine D. Pulakos, Editors
Organization Development
, Janine Waclawski, Allan H. Church, Editors
Creating, Implementing, and Managing Effective Training and Development
, Kurt Kraiger, Editor
The 21
st
Century Executive
, Rob Silzer, Editor
Managing Selection in Changing Organizations
, Jerard F. Kehoe, Editor
Evolving Practices in Human Resource Management
, Allen I. Kraut, Abraham K. Korman, Editors
Individual Psychological Assessment
, Richard Jeanneret, Rob Silzer, Editors
Performance Appraisal
, James W. Smither, Editor
Organizational Surveys
, Allen I. Kraut, Editor
Employees, Careers, and Job Creating
, Manuel London, Editor
Getting Action from Organizational Surveys
, Allen Kraut
Published by Guilford Press
Diagnosis for Organizational Change
, Ann Howard and Associates
Human Dilemmas in Work Organizations
, Abraham K. Korman and Associates
Diversity in the Workplace
, Susan E. Jackson and Associates
Working with Organizations and Their People
, Douglas W. Bray and Associates
Going Global
Practical Applications and Recommendations for HR and OD Professionals in the Global Workplace
Kyle Lundby
Jeffrey Jolton
Allen I. Kraut
Copyright © 2010 by John Wiley & Sons, Inc. All rights reserved.
Published by Jossey-BassA Wiley Imprint989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the Web at www.copyright.com. Requests to the publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions.
Readers should be aware that Internet Web sites offered as citations and/or sources for further information may have changed or disappeared between the time this was written and when it is read.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
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Library of Congress Cataloging-in-Publication Data
Going global: practical applications and recommendations for HR and OD professionals in the global workplace / edited by Kyle Lundby with Jeffrey Jolton; foreword by Allen I. Kraut. —1st ed.
p. cm. —(The professional practice series)
Includes bibliographical references and index.
ISBN 978-0-470-52533-3 (cloth)
1. Personnel management. 2. International business enterprises. 3. Globalization.
I. Lundby, Kyle M. (Kyle Martin) II. Jolton, JeffreyHF5549.G624 2010658.3—dc22
2010003736
The Professional Practice Series
Series Editor
Allen I. Kraut, Baruch College/Kraut Associates
Editorial Board
Seymour Adler, Aon Consulting
Neil R. Anderson, University of Amsterdam
Neal M. Ashkanasy, University of Queensland
Lawrence Fogli, People Focus, Inc.
C. Harry Hui, University of Hong Kong
Elizabeth B. Kolmstetter, Director of National Intelligence
Kyle M. Lundby, Kenexa
Kathleen Kappy Lundquist, APT
William H. Macey, Valtera
Lise M. Saari, New York University
Foreword
This latest volume in the Professional Practice Series deals with the practical impact of globalization on the work done by most industrial-organizational psychologists and their human resource management colleagues in many organizations around the world. The effects of globalization are powerful and growing and are not always well understood. This book will help readers to recognize and deal with many of its important effects in the workplace.
We can easily recognize globalization in our everyday personal and professional lives. The total of the United States’ imports and exports from overseas has grown from less than 10% of the gross national product in 1969 to more than 25% today. Our marketplaces in the United States are full of products made abroad, and the same is true in other nations. The overseas membership of the Society for Industrial and Organizational Psychology, which sponsors this book series, has doubled in the last 10 years and now makes up more than one out of every eight members.
The less visible aspects of globalization include the different cultures found in other nations, and how that impacts the way in which we practice our professions. Sometimes, these differences become known only when we start to work overseas or work with people from other countries.
These realities, the need to understand what works elsewhere and what does not, and the need to adjust our mental models and actual behaviors are topics that resonate deeply for me. As a college teacher, I have often told my American students that if you really want to understand what it means to be an American you have to travel and live elsewhere. That is when one begins to understand what is different in other lands. It is sometimes said that ‘‘the fish is the last to notice water.’’ Experience in other countries makes it clearer just what assumptions, behaviors, and values are different from your own.
My own interest was piqued by the frequent observations of my European-born parents about how ‘‘things are done differently in this country.’’ My awareness of differences in culture was heightened when the U.S. Army gave me the ‘‘opportunity’’ to live in the Far East for a year and a half. It grew when I was later employed as the head of personnel research for the IBM World Trade Corporation for four years, traveling and working all around the globe, with a year off to teach at a Middle Eastern university. During much of this time, my renowned IBM colleague, Professor Geert Hofstede, was developing his landmark theories of cultural differences.
Hofstede’s writing about the experience of living in and interacting with people from a different culture than one’s own includes references to the adventures (and misadventures) of Alice in Lewis Carroll’s classic story of Alice in Wonderland. The creatures she met and their behaviors were terribly different from any that she knew; her experience illustrates how many people feel when they venture overseas. A less mythical tale is found in Democracy in America, the writings of the Frenchman Alexis de Tocqueville based on his first visits to the United States in the 1830s. His trenchant observations of the American character, still studied today, could only have been written by a visitor from another country.
Similarly, the observations and accumulated wisdom of the editors and contributors to this book are based on their work overseas. Both Kyle Lundby and Jeffrey Jolton have had extensive experience working in various countries. Moreover, they have assembled an all-star cast of more than two dozen smart and wellrounded organizational psychologists with experience overseas to bring us up to date on useful ideas and practices out of the United States. Much of their writings are based on global organizations, not merely U.S. firms abroad.
Today’s global organizations operate at an extraordinary level of complexity. Many have evolved from international firms with a plant or two overseas, and have gone beyond a multinational stage of having several similar firms in different countries to becoming truly global firms with worldwide operations, interests, and viewpoints. People in these global organizations cope with complexities that go far beyond language and culture. They must also deal with the differences based on national boundaries, organizational size, product and services mix, functional specialization, and customer sets (some of which are themselves global in reach). People working in such firms must deal with a large array of overlapping matrices of purpose and responsibility.
Our contributors’ chapters help us to understand how practices must be adapted to take account of such organizational complexities. Their work will also will help us to tackle a question raised by Hofstede forty years ago, when he asked ‘‘Do American theories apply abroad?’’ He concluded that they often do not apply, or do so only partly. But the recent experience of this book’s contributors suggests that they do, or at least that many of the practices based on those theories do reasonably well, when different cultures are taken into account and adjustments are made.
Lundby and Jolton have done us all a great service by bringing together a set of authors who give us useful input about the entire life cycle of employees, ranging from recruiting to training and development, to expatriate assignments, and much more. The broad coverage in this volume will bring new understanding and skills to a wide range of professionals in applied psychology and human resource management.
This is the first volume under the current editorial board, many of whom advised the book’s editors. It is especially fitting to the topics in this book that three of the eleven members of the board are based overseas.
The purpose of the Professional Practice Series is to bring the best available knowledge and leading-edge practices, based on solid theory and concepts, to practitioners and those entering practice. The intent is to share the best of what we know and do in order to guide the field and improve the overall level of practice. I think that readers of this book will find that Lundby and Jolton, along with their associates, have accomplished that mission very well, with energy and great skill.
Allen I. Kraut, Series Editor
Baruch College, CUNY
Preface
What Is Global?
What does it really mean to be a ‘‘global organization’’? When people talk about global organizations, they typically describe parts of the whole, but not necessarily the whole itself. For example, an organization may say ‘‘we’re global’’ because they have offices in Europe or Asia as well as the United States, or because their final product uses parts manufactured by affiliates in Brazil or South Korea, or because they sell their products around the globe.
Yet successful global organizations are typically more than just the sum of pieces scattered about the world. Their value comes from interactions, processes, and opportunities that exist in a unique combination that could not happen in a business working in a single location or within the same general geography.
Merriam-Webster defines ‘‘global’’ as ‘‘relating to, orinvolving the entire world’’ or ‘‘relating to, or applying to a whole.’’ Global, then, refers to something that is universal, total, and inclusive. From this whole, organizations can derive something more than if they were operating as either separate or noninteracting entities.
There are at least four important components having to do with structure and strategy that differentiate the nonglobal or ‘‘run-of-the-mill’’ multinationals from those that effectively leverage and capitalize upon their global footprint:
Physical Dispersion:
This is the most obvious and common differentiator; a business that operates in multiple locations is very different from a business with only one location. And an organization that operates in multiple countries across the globe is different still.
Diversity of Thought, People, Culture
: Global organizations gain value from having the diversity of thought, diversity of people, and diversity of culture that comes from being physically located in different geographies. It is important, however, that there be a strategic objective to leveraging this diversity. A lot of global organizations may have diversity but fail to use it to their advantage. Effective global organizations actively capitalize on their diversity.
Physically Dispersed and Diverse but Unified
: A third characteristic of effective global organizations is being unified in spite of being dispersed and diverse. At some level, the organization identifies itself as one business, one entity. However it is segmented or however it defines its global elements, there is some singularity to the organization’s identity.
Global for a Reason:
A final component of effective global organizations is that they are self-aware of their global reach, and leverage that geographic and cultural diversity to maximize success, however success is defined. In other words, they are not simply big by ‘‘dumb luck’’—there is an underlying purpose.
In addition to structure and strategy, however, we must consider the role of people and how they define and contribute to effective global organizations. There tend to be two basic approaches to ‘‘people management’’ in global organizations. One approach is to focus on the commonalities of people–to manage from what seems universal across all workers. This approach tends to create a more task-oriented leadership style, managing processes and getting people to do the roles assigned to them. Organizations may focus on common elements of engagement, such as people wanting to feel valued as part of a successful organization, with capable leadership and opportunities to develop and grow. In this approach, there is an expectation (or assumption) that organizational culture will trump local (geographic or national) culture. In this sort of an organization, we would expect to see relative consistency in selection criteria, training curricula, and internal branding.
The other ‘‘people management’’ approach does not seek commonality, but rather operates with a sensitivity that people in different locations are going to be most in tune and responsive to their local culture and leadership. Variability is assumed, acceptable, and in fact desired. In this case, there is a focus on each location of the business creating an environment that maximizes the potential and performance of the people working there. In this approach, the organization’s own culture is considered secondary to the needs and norms of the local culture. Naturally, one would expect to see greater variability in selection criteria, training curricula, and other important factors.
The reality is that neither approach to structure or strategy nor ‘‘people’’ strategy is necessarily better. What works for one organization may not work for another. Neither is it the case that either approach must be applied exclusively. Most global organizations are a blend. We believe there is no absolute answer to the question ’’What is global?’’ Instead, there are shades of gray. However, at the risk of oversimplifying, we think it can be helpful to think of global organizations as varying along two continua– identity alignment and process alignment (see the following figure).
An organization’s identity alignment has to do with the extent to which diversity is embraced by the organization in the management of its people, product or service offerings, and brand identity. At one end of the spectrum you have diverse perspectives. Such an organization will embrace the differences in local cultures, have a more diversified offering of services based on location, and even represent its brand differently to suit the different markets it serves. This allows the organization to tap into the unique strengths and opportunities that exist within each market.
On the other end of the continuum you have similar perspectives. These organizations have a greater drive for consistency in people management, the products or services that are offered, and how the brand is represented. The goal is to drive a ‘‘joined up’’ business and maximize on more unified business practices and strategies. There are obviously risks for organizations at either end of this continuum. For example, an extreme emphasis on diversity may result in an organizational structure that is disconnected and difficult to manage in any coherent way. Conversely, an extreme emphasis on cohesiveness may cause an organization to miss out on creative local solutions that could increase brand or product attractiveness to local customer groups.
Although identity alignment looks at the diversity of practice and strategy, process alignment concerns underlying operations–how business processes are or are not integrated. At one extreme, you have separated business processes. These organizations allow each part or key unit to operate relatively independently, often with its own IT structure, HR practices, performance metrics, and other infrastructure. Businesses built through acquisition often exhibit this characteristic.
On the other end of the spectrum are businesses that are integrated in their processes. These companies are more likely to have a single platform for technologies, unified HR systems, and measures of business performance. One can go into any part of such an organization and find a commonality in how information is accessed or how people are hired. Businesses that have grown organically often keep a more integrated set of processes, as they are all ‘‘growing’’ from the same overall platform. Once again, there are risks to organizations at either end of this continuum.
Most global organizations fall at neither one extreme nor the other on these continua, but it helps to think from these perspectives as you consider the various practices that are described in this book. Whether considering selection programs, change models, global mobility programs, leadership strategies, or performance management systems, having a sense of where the organization falls on these two axes can help ascertain what approaches may work best and how best to apply them.
Additionally, the science underlying I/O psychology and HR have not always kept pace with the practical application of their concepts to global organizations. There are many reasons for this, but the net result is that ‘‘going global’’ can be mistakenly and over-simplistically seen as doing the same thing in more places. Fortunately, the tide is turning and our field is now focusing more attention on some obvious questions, such as whether a selection program developed in the west is generalizable to a global organization, if a unified HRIS system can truly meet the needs of different markets, or if national culture trumps a multinational’s efforts to create a common internal brand.
Answering these questions and understanding/creating best practices in these areas can serve three important stakeholder groups. First, there are the organizations themselves. Understanding these issues will help them get the greatest value out of being global. Second, understanding these issues and some of the best practice solutions makes HR and OD practitioners better resources for their clients. Finally and most important, it is the millions of workers around the globe who stand to benefit from our robust and valid selection systems. It is the workers who grow and prosper as a result of our on-boarding and leadership development programs, and it is their families and loved ones who benefit from our guidance around work-family balance.
Audience
The primary audience for this book will be human resources (HR) and organizational development (OD) practitioners and consultants, or industrial/organizational (I/O) psychologists currently working with (or wanting to work with) global organizations. Another audience will be instructors and graduate students interested in such disciplines as industrial/organizational psychology, human resources, organizational behavior, and organizational development.
Overview of the Book
In this volume, the authors discuss critical aspects of HR and OD practices as they relate to global organizations. Although there are several elements that provide some ‘‘how to’’ guidance, our primary purpose is to help HR and I/O professionals better understand how they can support global organizations, and to help businesses realize the value these practitioners hold.
Going Global: Practical Applications and Recommendations for HR and OD Professionals in the Global Workplace is organized into thirteen chapters in three parts. Each chapter represents an area of importance to the intended audience. Part One (‘‘Practical considerations for HR and OD practitioners working across geographic-cultural boundaries’’) provides a review of some higher-level topics of interest and relevance to HR and OD practitioners and consultants to global organizations. These chapters examine the increasingly global nature of work and such important topics as culture, values, and teamwork. Part Two (‘‘Attracting and selecting employees in the global workplace’’) looks at the process of organizational entry. Chapters address such critical issues as attracting employees, global selection, and on-boarding practices. Part Three (‘‘Maximizing performance in the global workplace’’) considers issues relevant to maximizing employee effectiveness, including training for intercultural competence, employee engagement, work-family balance, and the expatriate experience.
Effective global organizations understand why they are global and have a clear strategy for success. It is important to recognize, however, that every global organization is unique and will vary based on the characteristics mentioned. For example, selection and on-boarding may be very different in an organization that promotes variability versus one that promotes commonality. Organizations that seek to create a common leadership style or way of thinking may develop leaders and select expatriates based on a very different set of criteria from one that promotes localization. In short, readers of this volume will not find a one-size-fits-all solution. The practices that work best will depend upon your type of organization. The chapters will provide current best practices and advice for global organizations, but it is up to HR and OD practitioners in those organizations to choose which practices will work best in their particular situation.
Kyle LundbyJeffreyJolton
The Contributors
Allen I. Kraut is Professor Emeritus of Management at Baruch College, CUNY, where he has taught for the last twenty years. Before then, he was the longtime manager of personnel research for the IBM Corporation. His experience includes four years in IBM’s overseas division, the IBM World Trade Corporation, during the time that his colleague Dr. Geert Hofstede was doing the landmark research that described global cultures.
Kraut has been directly involved in international applications of employee selection, management assessment and training, and organizational surveys. He is currently series editor of the SIOP Professional Practices Series, published by Jossey-Bass. He has edited three books in the series, including two on organizational surveys. In 1997, he received SIOP’s Distinguished Professional Practices Award.
Jeffrey A. Jolton, PhD, is director of consulting at Kenexa, overseeing the development and thought leadership for many of Kenexa’s largest global survey and organization research projects. Dr. Jolton has over 15 years of extensive consulting experience, working with a variety of global businesses such as Accenture, Allianz, CVS, DPWN, Ernst & Young, Gap Inc., Hewlett-Packard, HSBC, The Home Depot, PricewaterhouseCoopers, and Xerox. Dr. Jolton works with leaders to help them understand the issues their organizations are facing, and establish actions to help address these issues and meet business objectives and strategic goals.
Dr. Jolton is a regular presenter at numerous professional conferences and has many publications in professional and scientific journals. His research includes a focus on organization dysfunction, engagement, high-performance cultures, and people management strategies. He holds a doctorate and a master of science degree in industrial and organizational psychology from Ohio University.
Mariangela Battista is currently responsible for Leadership and Organizational Development at the Interpublic Group of Companies (IPG). Prior to IPG, Mariangela spent eight years at Starwood Hotels & Resorts Worldwide, Inc. as vice president, Organizational Culture and Effectiveness. In her role she was responsible for strategic design and oversight in the areas of Internal Communication, Organizational Measurement, Community Affairs, and People Programs including mentoring, recognition, and ethics and compliance. During her career at Starwood, Mariangela was responsible for the design and implementation of broad talent management and leadership development processes and systems, including competency modeling, performance management, executive and leadership development programs, 360-degree feedback programs, executive coaching, succession planning, engagement surveys, change management, and the Starwood Associate Relief Fund.
In her 21-year career, Mariangela has also been part of the Human Resources function of the Pepsi Bottling Group, American Express, and IBM. She has given numerous presentations at national conferences and is a published author in the areas of competency modeling and engagement.
Mariangela earned a PhD in industrial/organizational psychology from the City University of New York. She is a member of the American Psychological Association, the Society for Industrial/Organizational Psychology, and the Academy of Management.
Patricia R. Pedigo, PhD, is an executive consultant in IBM’s Corporate Development HR organization, where she assesses leadership, organization, and culture risks as part of the acquisition of Due Diligence and then works with the leaders and employees in both the acquired and acquiring IBM organizations to make the integration successful. Pat is currently working with several of IBM’s complex international integrations in Sweden, the United Kingdom, and Israel. Prior to this assignment, Pat led IBM’s Integrated Talent initiative, a global project to integrate and transform IBM’s high-potential, technical, and executive talent management practices. Pat also has extensive consulting and project management experience and was an associate partner in the Organization Strategy and Human Capital practices at PwCC and IBM Consulting.
Pat has a PhD in organizational psychology from the University of South Florida and is a licensed psychologist in Connecticut. She is the past publication award winner from the Academy of Management with coauthors Allen Kraut, Marvin Dunnette and Douglas McKenna.
Erica Desrosiers, PhD, is the director of Organization and Management Development for PepsiCo, Inc., based in New York at the company’s headquarters. Erica works on leadership and management assessment and development initiatives across the company, including the PepsiCo 360-degree feedback process and executive coaching. Prior to joining PepsiCo in 2004, she led the Organization Development function for Applied Systems, a software company. Erica also previously worked for Saville and Holdsworth Ltd. (SHL), where she partnered with clients to design competency models, assessment centers, and other customized solutions. Erica received her PhD in industrial organizational psychology from Purdue University. She lives in Connecticut with her family.
Dr. Vesselin Blagoev is director of the University of Portsmouth Program and dean of International University College, Sofia, and chairman of the Bulgarian Marketing Association. He is the former chief secretary of the Council of Ministers of Bulgaria (1994), executive director of the Bulgarian Privatisation Agency (1995–1997), chief executive director of Credit Bank Plc (1997–1998), and Editor-in-chief of BusinessWeek Bulgaria (2006–2008). He is also the author of 10 textbooks on marketing and culture, and innovation management, two of them published in the United Kingdom and Russia and author or coauthor of over 40 articles and one novel published in Bulgaria and France (2007). Blagoev has been consultant to over 100 companies.
C. Shawn Burke, PhD, is a senior research scientist at the Institute for Simulation and Training at the University of Central Florida. She is currently investigating team adaptability and issues related to multicultural team performance and multiteam systems. This work is conducted with an interest in team leadership and the training of teams operating in complex environments. Dr. Burke has published over sixty articles and chapters related to the above topics. Dr. Burke earned her doctorate in industrial/ organizational psychology from George Mason University. She has coedited a book on adaptability and another on advances in team effectiveness research.
Marissa L. Shuffler is a doctoral student and graduate research associate for the Institute for Simulation and Training at the University of Central Florida. Ms. Shuffler has experience in conducting research and analysis for a range of military, private, and nonprofit organizations. Ms. Shuffler’s current areas of research include team training, cultural influences on collaborations and negotiations, trust development, critical social thinking, and multinational/multicultural distributed teams. She has presented research at national conferences and published articles in scholarly journals and edited books on these and other topics. Ms. Shuffler holds a master’s degree in industrial/organizational psychology from George Mason University.
Eduardo Salas, PhD, is trustee chair and professor of psychology at the University of Central Florida, where he also holds an appointment as program director for the Human Systems Integration Research Department at the Institute for Simulation and Training. Previously, he was the director of UCF’s Applied Experimental & Human Factors PhD Program. Before joining IST, he was a senior research psychologist and head of the Training Technology Development Branch of NAWC-TSD for 15 years. Dr. Salas has coauthored over 300 journal articles and book chapters and has coedited 19 books. His expertise includes teamwork, team training strategies, training effectiveness, decision making under stress, and performance measurement tools. Dr. Salas is a Fellow of the American Psychological Association, the Human Factors and Ergonomics Society, president-elect of the Society for Industrial and Organizational Psychology, and a recipient of the Meritorious Civil Service Award from the Department of the Navy.
Michele J. Gelfand, PhD, is professor of psychology at University of Maryland. She received her PhD in social/organizational psychology at University of Illinois. Her work explores cultural influences on conflict, negotiation, justice, and revenge; workplace diversity and discrimination; and theory and methods in cross-cultural psychology. Michele received the Ernest J. McCormick Award for Early Career Contributions from the Society for Industrial and Organizational Psychology and the LL Cummings Scholar Award from the Organizational Behavior of the Academy of Management. She is currently president of the International Association for Conflict Management.
Mario Di Loreto is responsible for Group Human Capital and Human Capital Strategy of Barilla worldwide, providing guidance to HC corporate functions and HC Business Partners. Prior to this, Mario was the human resources director for Mediterranean Region at Starwood Hotels & Resorts for about ten years, where he was part of Divisional HR Board and several innovation project management teams at the corporate level. He started his career in human resources with two airline companies, Alitalia and Air One (where he was part of the start-up of the company). Mario graduated in philosophy and earned a PhD in philosophy of science and history of ideas. He also earned an MBA at Bocconi University in Milan. Mario has been the author of several books and articles in both disciplines, management and philosophy.
Mukta Kulkarni is an assistant professor and Young Faculty Research Chair at the Indian Institute of Management Bangalore. She received her PhD in organization and management studies from the University of Texas at San Antonio. Her research articles have appeared in Leadership Quarterly, Human Resource Management, and Academy of Management Journal. Her coauthored paper on radical change won the Academy of Management Journal best paper award in 2007. She has also worked as a human resource generalist at Lehman Brothers.
Mathian (Mat) Osicki currently works for IBM as a Global HR Partner. She received her bachelor’s degree from the University of Calgary in Canada and then her PhD degree in industrial/organizational psychology from the University of Tulsa in Oklahoma. She joined IBM as a researcher in the Global Workforce Research area of HR. A few years later she lived in India while conducting a workplace climate study for IBM. Upon her return she worked within the Executive Compensation area of HR before starting her current generalist role. Mat was also an adjunct professor at New York University, teaching graduate-level courses for a couple of years. Mat has presented at SIOP conferences on a variety of corporate topics.
Tim Carey is an industrial and organizational psychologist with over 10 years’ experience, including extensive corporate expertise in leadership assessment and development. Currently, he is a professional consultant with the Psychology Department at the Chinese University of Hong Kong, where he lectures at the graduate and undergraduate levels in psychology and trains and places undergraduate and graduate students in various companies across Hong Kong and Shanghai for internships. In addition, he is active in delivering assessment and development services around the region for managers and executives. Tim served with a global consulting firm for four years before joining the university. With that organization, his last position was director of consulting services for Greater China. He has delivered consulting services across the Asia Pacific region, as well as in Europe and the Middle East, for clients in many industries, including Shell, the Mandarin Oriental Hotel group, Credit Suisse, EADS, CLP, Walmart, and HP.
A permanent resident of Hong Kong, Tim has lived in the city for eight years. He completed his MA and PhD in industrial/ organizational psychology at the University of South Florida, in the United States.
David Herst is an instructor at Florida Atlantic University in sunny Boca Raton, Florida. He has published on work and family conflict, the intricacies of online instruction, and cross-cultural test construction. Dr. Herst teaches organizational behavior, human resource management, and cross-cultural communication and negotiation at both the graduate and undergraduate levels. Prior to becoming an academic, he worked for TMP Worldwide (now Monster.com) as a codeveloper of a career management system, which included measures of personality, value systems, and organizational culture preferences. Dr. Herst has also worked as an assessor for a large energy company’s executives, consulted with numerous local human resources offices to create everything from resume tracking systems to full bonus systems, and while in graduate school worked on the validation of the Armed Services Vocational Aptitude Battery.
Dr. Herst is currently working on a wide range of research topics including cross-cultural differences in test construction, the validity of manipulation checks, and various collaborative measures with individuals from other departments. He holds a PhD in industrial/organizational psychology from the University of South Florida.
Wynne Chan is currently working with Standard Chartered Bank in Hong Kong. She is a graduate of the industrial-organizational psychology master’s program of the Chinese University of Hong Kong (CUHK) and earned her bachelor’s degree with a double major in economics and psychology from the University of British Columbia, Canada. Having studied and worked in both Canada and Hong Kong, Wynne has gained a cross-cultural perspective of the business world from several regions. During her two years of study at the CUHK, Wynne carried out consultancy projects and training workshops for different organizations in Hong Kong and China, including Hutchison Port (China), the Social Welfare Department of Hong Kong, Eurogroup Far East Limited,, and the Nansha Grand Hotel.
Mary Mannion Plunkett, PhD, is the global head of People and Organizational Development for Heineken International, responsible for talent management, leadership development, performance management, and organizational capability. Previously, Mary was the senior vice president for Lehman Brothers, responsible for Talent Management in Europe and the Middle East, and vice president Executive Development, for BP Plc. She has more than 18 years of experience in the field of leadership and organization development, including roles with the Boeing Company, Ernst & Young LLP, and McDonnell Douglas Aircraft Company. Mary also served as an adjunct professor in the Organizational Behavior Department at Seattle Pacific University.
Dr. Tommy Weir serves as vice president of leadership solutions at Kenexa. He is a thought leader specializing in strategic leadership for fast-growth and emerging markets, a gifted speaker, and author of The CEO Shift–a book that explores the new global business environment and challenges corporate leaders to shift their practices in order to survive in the new economy. Dr. Weir has a rich history of leadership development experience and has held top management and teaching positions throughout his career. He has taught organizational leadership and management courses at the graduate and university level, and consulted with global organizations, including many Fortune 100 companies. His latest position was as the head of learning and development at Nakheel (in Dubai), where he was named the Middle East’s HR Professional of the Year. While there, Dr. Weir spearheaded the creation of an innovative learning architecture and leader development program that was as unique as the company’s explosive growth. Additionally, he played an instrumental role in the diverse multicultural environment, with more than eighty nationalities working together in one location. Dr. Weir holds a doctorate in strategic leadership from Regent University. His writings on leadership in the fast-growth and emerging markets are featured in numerous publications.
Jeffrey Saltzman, CEO OrgVitality and an Associated Fellow at the Center for Leadership Studies at Binghamton University, has been a consultant to some of the world’s largest, most successful organizations, a pioneer of new organizational concepts such as Variance Optimization and Employee Confidence. He is experienced with manufacturing, financial services, heath care, retail, media, high technology, service companies, not-for-profits, and government agencies. Based in New York, he has traveled and worked extensively in Europe, Latin America, and Asia-Pacific. He is author of several books and book chapters including, most recently, My Jeans Are Irregulars (2009), and is a frequent blogger covering organizational performance topics, management and research.
Scott Brooks, PhD, is VP of Consulting Services and Partner at OrgVitality. He has nearly 20 years of external consulting experience working with organizations to help drive performance through listening and responding to the views of employees and customers. Much of his consulting and research work has focused on developing and leveraging human capital metrics to drive customer satisfaction and business results. Along with consulting assignments, Scott has led a regional office, a global consulting function, and firmwide R&D programs. He also worked internally within the organizational development for a division of Target, Inc.
Scott has authored numerous presentations and publications based on strategic human resources, linkage research, surveys, and other job attitude and measurement topics. He frequently speaks at national conferences and company meetings. Scott holds a PhD in industrial and organizational psychology from The Ohio State University and a bachelor of arts from Cornell University.
Jessica L. Wildman is a doctoral student in the industrial/ organizational psychology program at the University of Central Florida, where she has been a graduate research associate at the Institute for Simulation and Training since 2007. She has been working on a variety of projects related to culture, teams, and performance. She has published four book chapters and two peer-reviewed journal articles, and has presented over 10 presentations or posters at professional conferences. Her current research interests include multicultural performance, team process and performance, virtual teams, and interpersonal trust.
Luiz Xavier is a doctoral student in the industrial/ organizational psychology program at the University of Central Florida. He currently works as a graduate research assistant at the Institute for Simulation and Training. Xavier received a B.S. in psychology and M.S. in industrial/organizational psychology from San Francisco State University. His research interests include teamwork, training, diversity, and conflict.
Mitchell Tindall is a doctoral student in the industrial/ organizational psychology program at the University of Central Florida. He is a graduate research assistant at the Institute for Simulation and Training. There he has been involved in several research projects related to culture and teams. He received his M.S. in industrial and organizational psychology from the University of Central Florida. During that time he worked as a contract consultant in the selection of personnel using both cognitive ability and personality tests. His current research interests include the effects of culture on performance of teams, diversity, training, and motivation.
Paul M. Mastrangelo, PhD, has over 15 years’ experience in organization development, HR research, and adult education. As a senior consultant and director of the Analytic Consulting Team for CLC-Genesee, Paul collaborates with leaders from global companies to evaluate employee perceptions and motivation. His experiences include designing and analyzing employee surveys, advising senior executives, developing small and large change interventions, creating competency-based training, and building selection instruments. He coauthored the 2008 book Employee Surveys in Management and has over 25 professional publications. Paul earned his doctorate in industrial and organizational psychology from Ohio University in 1993.
Paula Caligiuri is a professor in the Human Resource Management Department in the School of Management and Labor Relations at Rutgers University, where she is the director of the Center for Human Resource Strategy (CHRS). Paula researches, publishes, and consults in three primary areas: strategic human resource management in multinational organizations, global leadership development, and international assignee management. As an academic, Paula Caligiuri has been recognized as one of the most prolific authors in the field of international business for her work in global careers and global leadership development. Her academic publications include articles in the International Journal of Human Resource Management, Journal of World Business, Journal of Applied Psychology, Personnel Psychology, and International Journal of Intercultural Relations. With a focus on global careers, she has coauthored a book with Steven Poelmans, entitled Harmonizing Work, Family, and Personal Life (Cambridge Press, 2008). Her book (with Dave Lepak and Jaime Bonache) Global Dimensions of HRM: Managing the Global Workforce (Wiley) is forthcoming. Paula holds a PhD from Penn State University in industrial and organizational psychology.
Thomas Hippler is lecturer in Human Resource Management and International Business in the School of Business and Economics at Swansea University (UK). He holds a PhD in international human resource management from the University of Limerick (Ireland). He is a member of the Academy of Management, Academy of International Business and is serving as a member of the Editorial Review Board of the Journal of Managerial Psychology. His research interests are in the area of International Human Resource Management, particularly international assignments and expatriate management as well as adjustment to domestic and international job transfers. Dr. Hippler has published in the International Journal of Human Resource Management and has book chapters in New Directions in Expatriate Research and International Human Resource Management and Expatriate Transfers: Irish Experiences. Dr. Hippler understands global experiences firsthand; being a German citizen, he completed his PhD in Ireland and then moved to the United Kingdom, where he currently resides and works.
Tammy D. Allen is professor of psychology at the University of South Florida. Tammy’s research centers on individual and organizational factors that relate to employee career development, health, and well-being. Specific interests include mentoring relationships, work-family interactions, career development, organizational citizenship, and occupational health. Tammy is coauthor of Designing Workplace Mentoring Programs: An Evidence-Based Approach and coeditor of The Blackwell Handbook of Mentoring: A Multiple Perspectives Approach. She is associate editor for the Journal of Applied Psychology and the Journal of Occupational Health Psychology. She currently serves on the executive board of the Society of Industrial and Organizational Psychology. Tammy is a Fellow of the Society for Industrial and Organizational Psychology and the American Psychological Association.
Kristen M. Shockley is a doctoral candidate of industrial/organizational psychology at the University of South Florida. Her research interests are centered on the intersection of work and family, with a focus on organizational responses to work-family conflict, dual-earner couples’ work-family management, and the relationship of these issues to health outcomes. She has published her work in the Journal of Vocational Behavior.
Andrew Biga is a manager in the Employee and Organization Research and Sensing (EORS) HR practice for the Procter & Gamble Company, headquartered in Cincinnati, Ohio. Andrew is the owner of P&G’s engagement survey program, delivered annually to more than 138,000 employees worldwide. In addition, Andrew is the global leader for P&G’s People Sensing and Analytics program that delivers systemic research-based talent solutions. Responsibilities include influencing strategy and communication for senior leadership. Andrew joined P&G in 2007 and completed his PhD in industrial/organizational psychology from the University of South Florida.
PART 1Practical Considerations for HR and OD Practitioners Working Across Geographic-Cultural Boundaries: The Changing Workplace
CHAPTER 1Navigating the Complexities of a Global Organization
Mariangela Battista, Patricia Pedigo, and Erica Desrosiers
We live and operate in a global world. A flu outbreak in Mexico has an impact on fruit pricing in Asia. A mortgage meltdown in the United States has an impact on world financial markets. Globalization brings with it a web of interconnectedness that did not exist previously, or at least not to the extent that it does now. Organizations today are affected by nearly everything that transpires around the world, not just the local markets or communities in which they operate. Although global supply chains have created huge market efficiencies, they have also brought vulnerabilities. Disruption to a key node in the supply chain can cause dramatic and unpredictable turbulence in the whole system. The financial and economic events of 2008 have demonstrated how tightly intertwined globalization has made the world and its systems.
Globalization has also had significant implications for organizational processes, systems, and operations. Years ago, when most of an organization’s employees were generally in the same country and most of their business was conducted in their home country, life was simple. There was no need to worry about cultural differences, language differences, time zones, or local relevance. That luxury has long since disappeared and the reality of organizations today is that operating globally is a more complex undertaking than one might have expected. Becoming a truly global operator entails far more than simply selling the same thing in more places, hiring the same people in more locations, or just pushing out the same processes and procedures around the world. Operating in this mind-set is likely a recipe for failure. Globalization requires a business model that is adaptable and employees who openly welcome new ways of thinking.
Human Resources professionals provide value to their organization by successfully navigating the complexities of a global organization, and in doing so they bring the business strategy to life for their employees. They understand the human dynamics of operating in different cultures and how to facilitate the organization’s success. HR professionals are tasked with the strategy and execution of all people-related processes and initiatives in the organization. In global organizations, that role takes on the additional complexity of operating across cultural and language barriers, operational differences, local relevance and appropriateness, time zones, and peak business and holiday schedules, just to name a few. This chapter will highlight examples of situations and contexts often encountered by HR practitioners operating within global organizations that may present challenges and offers specific suggestions for how to navigate in these global waters.
What Does It Mean to Be Global?
Although we live in a globalized world, there are still challenges in defining a global organization. Think of global organizations as snowflakes—no two look exactly alike. Organizations can operate under four distinct stages of globalization (Hewitt, 2009)—multinational, international, transitioning to global, and global. Multinational organizations have cross-border operations that are primarily decentralized and autonomous. International organizations have a headquarters that retains some decisionmaking control but the organization is still largely decentralized. Organizations transitioning to global are taking concrete steps to develop worldwide business strategies and policies (note that most organizations identify themselves as transitioning). Some organizations are truly global in that they develop strategies and policies on a worldwide basis and share resources across borders. Even for domestically focused organizations, globalization is just as salient, given relationships with suppliers, investors, and even nonnative employees.
