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Case Study : Spanning the Globe

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Puntos sobresalientes: Multinational corporation management strategies and international human resources practices: bringing IHRM to the bottom line

Preparado por:
Zuleyka M. Delgado Cruz
S00841891
HURM 550
International Human Resources Management

Ana G. Méndez-Campus Virtual
10 de noviembre de 2015
Escoja su asignación
Puntos sobresalientes: Multinational corporation management strategies and international human resources practices: bringing IHRM to the bottom line
Autores: Paula M. Caligiuri y Linda K. Stroh

Puntos principales de la lectura: 1. Los gerentes de recursos humanos internacional tienen el reto de desarrollar prácticas que mantengan la congruencia con los planes estratégicos de las multinacionales, a la vez que puedan balancear los factores económicos, sociales, políticos y legales de los países anfitriones.

2. Las estrategias de gerencial global utilizadas en las empresas multinacionales van a ser variadas. Dichas diferencias tendrán un efecto en la variación de los procesos, prácticas, sistemas y estructuras que se desarrollen.

3. Las situaciones conflictivas suelen suceder cuando las multinacionales intentan maximizar su habilidad de responder a las necesidades de los países anfitriones, a la vez que intentan controlar la estructura corporativa en todo el mundo, o al menos en los países donde están localizados.

4. Mientras más autonomía tiene la subsidiaria, estas actúan más independientemente y responden más a las necesidades locales, lo que crea que surja menor integración a nivel mundial en la subsidiaria.

5. Las estrategias de gestión resultantes implican la interacción entre la integración global y la capacidad de respuesta local.

6. Cuatro estrategias de gerencia: etno céntrica, poli céntrica, región céntrica y geocéntrica.

7. La estrategia geocéntrica es la más ideal, ya que intentan hacer un balance entre la integración global y la respuesta local.

8. Dependiendo de cuanto la multinacional desee que sus empleados a través de todo el mundo compartan la cultura corporativa, determinara como el país anfitrión son socializados con la matriz. Para que haya más integración y se difunda con mayor facilidad la cultura corporativa se recurre a enviar expatriados al país anfitrión.

9. La estrategia que se seleccione determinara el proceso de reclutamiento y selección en el país anfitrión.

10. Aunque es más costo efectivo utilizar recursos internos del país anfitrión, muchas multinacionales prefieren enviar expatriados con el propósito de no perder el control del país anfitrión.

11. Estudios han revelado que aunque se recurra a expatriar personal a los países anfitriones, las culturas corporativas se basan mucho en la propia cultura del país.

12. La estrategia geocéntrica se adoptara cuando la multinacional desea la matriz y todas las subsidiarias asuman la misma política y cultura corporativa.

13. Las multinacionales que adoptan una estrategia geocéntrica reclutaran personal de cualquier nacionalidad, solo les interesa contratar a los mejores para cubrir las posiciones vacantes.

14. Bajo la estrategia geocéntrica la cultura corporativa se unificara.

15. La organización geocéntrica cuenta con la estructura organizacional más compleja, esto requiere que la comunicación y la integración sea mayor a través de las fronteras nacionales.

16. En las multinacionales que se rigen bajo una estrategia geocéntrica, la socialización de los valores de la organización es utilizada como una estrategia de control con flexibilidad para acomodar las diferencias culturales entre los países.

17. La estrategia de socialización es utilizada entre las multinacionales con el propósito de que los empleados conozcan cómo funciona la red de la empresa en general y no solo de su local.

18. Bajo la estrategia geocéntrica se selecciona lo mejor de sus talentos para cubrir posiciones disponibles.

19. Involucrar el departamento de recursos humanos durante la formulación e implementación del plan estratégico, le permitirá a IHRM proveer recomendaciones para operar efectivamente en un contexto global.

20. Según los resultados del estudio, se comprueba la primera hipótesis, donde se entiende que las empresas etnocéntricas son significativamente menos propensos a considerar la capacidad de respuesta local en sus culturas corporativas que aquellas empresas con estrategias regio/poli céntricas y las geocéntricas.

21. La segunda hipótesis se comprobó parcialmente. Las empresas con estrategias geocéntricas son significantemente distintas de las empresas con estrategias etnocéntricas en el proceso del reclutamiento del talento global.

22. Las empresas con estrategias geocéntricas tienden a socializar a sus empleados para mantener una cultura común.

23. La tercera hipótesis se comprueba, donde se demuestra que las empresas con una estrategia etnocéntrica son menos exitosas económicamente, que el grupo combinado de multinacionales geo/regio/poli céntricas.

24. Aquellas estrategias que responden a atender las necesidades locales suelen ser más exitosas; se infiere de esto que las practicas de recursos humanos serán las mejores.

25. De los resultados que se obtienen en el estudio, los investigadores recomiendan, que aquellas multinacionales con estrategias etnocéntricas, que apoyan que la compañía matriz siempre está en lo correcto, re-examinen este pensamiento y que se enfoquen en atender más las necesidades locales. Modificar su estrategia le permitirá a los empleados reconocer que existe la diversidad local y que hay muchas maneras correctas de hacer las mismas cosas.

26. La estrategia global que adopte la multinacional influenciara en la operación de la misma, incluyendo el departamento de recursos humanos.

27. Las multinacionales deben adoptar una estrategia gerencial global que enfatice la respuesta local y que a la vez las prácticas de recursos humanos sean consistentes con este principio estratégico.

Referencias
Caligiuri, P. M., & Stroh, L. K. (1995). Multinational corporation management strategies and international human resources practices: bringing IHRM tothe bottom line. The International Journal of Human Resources Management , 494-507.

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