Job Opportunities & Career Path
17 years ago
Friday, April 3, 2009
Compensation
Compensation
http://aoprals.state.gov/
Forces driving Global Pay (Gross & Wingerup)
Cultural Preferences
Economic Conditions
Personal Preferences
Social Constraints
COMPENSATION EXPECTATIONS
Balanced- Sheet approach
1. Base pay (Gross income + bonus – (taxes + SS + pension)
2. COLA (usually only additions; includes housing allowance)
3. Incentive premiums (mobility + hardship + hazardous conditions)
4. Assistance programs (moving + storage + auto + education)
http://aoprals.state.gov/
Forces driving Global Pay (Gross & Wingerup)
Cultural Preferences
- Importance of status
- Role of individual vs. organization vs. government
- Equity vs. disparity
- Achievement vs. Relationships
Economic Conditions
- Size of economy
- Types of industries, natural resources, inflation, unemployment
- Protectionism vs. open market
Personal Preferences
- Attitudes toward risk
- Quality of life vs. work
- Short- vs. Long-term
- Competitiveness vs. solidarity
Social Constraints
- Income tax rates, social costs
- Laws and regulations
- Collective bargaining, worker participation
- Skills, education of workforce
COMPENSATION EXPECTATIONS
- Incentive to leave
- US standard of living
- Security
- Healthcare
- Foreign taxes
- Education of children
- Trips home other ways to connect with friends and family
- Reentry
Balanced- Sheet approach
1. Base pay (Gross income + bonus – (taxes + SS + pension)
2. COLA (usually only additions; includes housing allowance)
3. Incentive premiums (mobility + hardship + hazardous conditions)
4. Assistance programs (moving + storage + auto + education)
Wednesday, April 1, 2009
Events
April 2 - Red Cliff Movie - Lay Hall 6pm
April 9 - Guest Speaker Calla Wiemer "China's Place in the Global Economic Crisis and Recovery."
Calla Wiemer graduated from Drury College in 1977 with a major in economics. From her first principles course with Dr. Rohlf, she was hooked. She went on to get an economics Ph.D. at the University of Wisconsin, specializing in the Chinese economy just as relations with China were normalized. She then landed a plum job at the University of Hawaii where she got tenure and could easily have lived out a life in paradise. But worldly adventure beckoned and in 1994 she took up residence in Beijing as a freelance consultant. In 2003, the door to China closed for Calla due to a piece she wrote on the Xinjiang economy. But another door opened in Singapore where she spent four years at the National University. Last year Calla returned to the US taking up a position as a Visiting Scholar at UCLA. www.callawiemer.com.
April 21 - Classical Indian Dance - FSC Ballroom 1:30 -3pm
April 9 - Guest Speaker Calla Wiemer "China's Place in the Global Economic Crisis and Recovery."
Calla Wiemer graduated from Drury College in 1977 with a major in economics. From her first principles course with Dr. Rohlf, she was hooked. She went on to get an economics Ph.D. at the University of Wisconsin, specializing in the Chinese economy just as relations with China were normalized. She then landed a plum job at the University of Hawaii where she got tenure and could easily have lived out a life in paradise. But worldly adventure beckoned and in 1994 she took up residence in Beijing as a freelance consultant. In 2003, the door to China closed for Calla due to a piece she wrote on the Xinjiang economy. But another door opened in Singapore where she spent four years at the National University. Last year Calla returned to the US taking up a position as a Visiting Scholar at UCLA. www.callawiemer.com.
April 21 - Classical Indian Dance - FSC Ballroom 1:30 -3pm
Monday, March 30, 2009
International HR
Resources for International Human Resources.
International Foundation of Employee Benefit http://www.ifebp.org
International Personnel Management Association http://www.ipma-hr.org
International Personnel Management Association http://www.ipmaac.org
International Association for Human Resource Information Management http://ihrim.org
Video clip
Staffing and Selection
Intercultural competence
Intercultural competence.
Inter cultural competence is defined in terms of the ability to use appropriate interpersonal, informational, analytical, action, and adaptive skills in intercultural situations (Yamazaki & Kayes, 2004).
Interpersonal. Cross cultural interpersonal skills would include having the ability to form and build relationships with people from other cultures. This occurs by understanding, respecting, and learning about the culture in which they live.
Informational. Cross cultural informational skills include observing the host culture and responding to new and unexpected experiences.
Action. Cross cultural action skills include the ability to act even in ambiguous situations. This would include the ability to prepare for engaging in business interactions in a foreign country.
Adaptive. Cross cultural adaptive skills include the ability to adapt to the changing circumstances experienced in foreign countries. Students will need to find their own method for coping with stresses of interacting in a foreign culture.
Analytical. Cross cultural analytical skills include the ability to take abstract and conceptual understanding of the values and practices of a foreign country and design appropriate response to cross cultural situations.
Yamazaki, Y. & Kayes, D. (2004). An experiential approach to cross-cultural learning: A review and integration of competencies for successful expatriate adaptation. Academy of Management Learning and Education. 3(4): 362-379.
Requirements – Luthans & Doh
Adaptability to cultural change
Physical and emotional health
Age, experience, education
Language training
Motivation
Family
http://www2.shrm.org/video/0207drummond.html
Leadership
Adjustments
Anticipatory and In-country
International Foundation of Employee Benefit http://www.ifebp.org
International Personnel Management Association http://www.ipma-hr.org
International Personnel Management Association http://www.ipmaac.org
International Association for Human Resource Information Management http://ihrim.org
Video clip
Staffing and Selection
Intercultural competence
Intercultural competence.
Inter cultural competence is defined in terms of the ability to use appropriate interpersonal, informational, analytical, action, and adaptive skills in intercultural situations (Yamazaki & Kayes, 2004).
Interpersonal. Cross cultural interpersonal skills would include having the ability to form and build relationships with people from other cultures. This occurs by understanding, respecting, and learning about the culture in which they live.
Informational. Cross cultural informational skills include observing the host culture and responding to new and unexpected experiences.
Action. Cross cultural action skills include the ability to act even in ambiguous situations. This would include the ability to prepare for engaging in business interactions in a foreign country.
Adaptive. Cross cultural adaptive skills include the ability to adapt to the changing circumstances experienced in foreign countries. Students will need to find their own method for coping with stresses of interacting in a foreign culture.
Analytical. Cross cultural analytical skills include the ability to take abstract and conceptual understanding of the values and practices of a foreign country and design appropriate response to cross cultural situations.
Yamazaki, Y. & Kayes, D. (2004). An experiential approach to cross-cultural learning: A review and integration of competencies for successful expatriate adaptation. Academy of Management Learning and Education. 3(4): 362-379.
Requirements – Luthans & Doh
Adaptability to cultural change
Physical and emotional health
Age, experience, education
Language training
Motivation
Family
http://www2.shrm.org/video/0207drummond.html
Leadership
Adjustments
Anticipatory and In-country
Thursday, March 5, 2009
Tuesday, March 3, 2009
Organizational Culture
Questions to consider -
Why does the text suggest that organizations with strong cultures may have a harder time entering foreign markets? What examples does the text provide? Can you think of others? Maybe some from cases in other classes.
Prepare 3 points for discussion on the BMW's Dream Factory Case that introduces the chapter.
BMW
Brief Integrative case 2. Write up answers to case questions to turn in.
Organizational Culture (Luthans & Doh)
Behavioral regularities
Norms
Dominant shared values
Philosophy of customer and employee value
Rules for employee behavior
Organizational climate
Describe the interaction between organizational and national culture.
Dimensions of Corporate Culture
Motivation - Activities/Outputs
Relationship - Job/Person
Identity - Corporate/Professional
Communication - Open/Closed
Control - Tight/Loose
Conduct - Conventional/Pragmatic
Organizational Culture types - Trompenaars
Equity/Hierarchy
Person/Task emphasis
4 types
Why does the text suggest that organizations with strong cultures may have a harder time entering foreign markets? What examples does the text provide? Can you think of others? Maybe some from cases in other classes.
Prepare 3 points for discussion on the BMW's Dream Factory Case that introduces the chapter.
BMW
Brief Integrative case 2. Write up answers to case questions to turn in.
Organizational Culture (Luthans & Doh)
Behavioral regularities
Norms
Dominant shared values
Philosophy of customer and employee value
Rules for employee behavior
Organizational climate
Describe the interaction between organizational and national culture.
Dimensions of Corporate Culture
Motivation - Activities/Outputs
Relationship - Job/Person
Identity - Corporate/Professional
Communication - Open/Closed
Control - Tight/Loose
Conduct - Conventional/Pragmatic
Organizational Culture types - Trompenaars
Equity/Hierarchy
Person/Task emphasis
4 types
Monday, March 2, 2009
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