Lecture 8: Global Talent Management

Question 1

What beliefs does protestant ethic have?

Answer 1

• Secular vocation
(vocation is a “calling”)
• Time is money
• Money begets money
• Purchase of luxuries is a sin
• Church should not be rich
(less donations)
• Not working is an affront to God

Question 2

who believed that protestant ethic might be tied to economic growth and capitalism?

Answer 2

Max Weber

Question 3

def. individualism

Answer 3

a cultural orientation that values
individual rights and outcomes over collective’s
rights and outcomes

Question 4

def. collectivism

Answer 4

a cultural orientation that values collective rights and outcomes over individual’s rights and outcomes

Question 5

def. high power distance

Answer 5

implies that individuals are willing to accept decision-making by more powerful members and do not expect to participate in consensual decision-making

Question 6

def. lower power distance

Answer 6

implies that individuals
expect to participate in consensual decision-making and are uncomfortable if more powerful members
make all decisions

Question 7

def. high uncertainty avoidance

Answer 7

implies that individuals have low tolerance for risk and ambiguity

Question 8

def. low uncertainty avoidance

Answer 8

implies that individuals have high tolerance for risk and ambiguity

Question 9

what are key take-aways from Hofstede?

Answer 9

1. Hofstede’s dimensions can give you useful
   information about cultural differences
2. But there is a lot of variation within each culture
3. If you ignore within-culture variation, you can be spectacularly wrong

Question 10

describe Lincoln electric’s incentive system

Answer 10

1. Piecework
2. Annual bonus
3. Individual merit ratings
4. Guaranteed employment
5. Limited benefits (no paid holidays)

Question 11

describe Lincoln Electric’s Management style and culture

Answer 11

1. Anti-hierarchical (no reserved parking spots)
2. Managerial open-door policy
3. Advisory board of elected employee reps
4. Low managerial oversight (1 foreman for 100 workers)

Question 12

what are the challenges of global talent management in the context of international business?

Answer 12

• Compensation practices across borders
• Labour laws and embedded union-company relations
• Acculturation by expatriate managers

Question 13

def. acculturation

Answer 13

process of adopting the cultural traits or

social patterns of another group

Question 14

describe corporate strategy and global talent management (Human Resources management)

Answer 14

• Strong linkage required between strategy and the full
suite of global talent management activities
undertaken by the MNC
• Talent management is often one of the weakest capabilities in large multinationals
– Low priority accorded to “soft” functions vs. technical
areas

Question 15

ethnocentric approach to hiring

Answer 15

key management positions filled by parent-country nationals

Question 16

polycentric approach to hiring

Answer 16

host-country nationals

manage subsidiaries, parent-country nationals fill key HQ roles

Question 17

geocentric approach to hiring

Answer 17

key jobs staffed without

consideration of candidate nationality

Question 18

what is the risk with expatriates?

Answer 18

-assignment failure

 Significant underperformance and failure rates of expatriates
 Constant factor across multinationals (regardless of origin)

“Expatriate assignments rarely fail because the person cannot accommodate to the technical demands of the job … They fail because of family and personal issues and lack of cultural skills that haven’t been part of the selection process.” (Solomon)

Question 19

describe repatriation of expatriates

Answer 19

• Re-entry into home culture poses new challenges
• Frequently culture shock on return
• Challenges finding appropriate role in organization in home
country

Question 20

describe the culture shock factor of repatriation of expatriates

Answer 20

Frequently culture shock on return
– Narrower scope of duties or lower level of responsibility
– Way behind on knowledge of organizational politics at home organization.
– Perceived lack of appreciation by superiors of overseas accomplishments
– Loss of overseas perks (servants, “go-fors”, company house,
large office, school fee subsidies for children, etc.)
– Adjustment to home culture – no haggling in stores ! Way behind on knowledge of current fads at home

Question 21

discuss global talent management strategy in terms of culture

Answer 21

 Fitting too closely with dominant aspects of local
culture might not be best strategy
 Each culture has variation within it (e.g. heroic
entrepreneurs, American collectivists, Chinese
individualists)
 MNC talent management system might attract those
who are different (“cultural misfits”)
 MNCs often want to recruit those who are
individualistic, Westernized and willing to take risks