Instructor Manual for
Strategic Human Resource
Management 6e By Jeffrey A.
Mello (All Chapters 1-14, 100%
Original Verified, A+ Grade)
All Chapters Arranged Reverse: 14-1
This is the Original Instructor Manual
for 6th Edition, All Other Files in the
Market are Wrong/Old Questions.
,Instructor Manual
Mello, Strategic Human Resource Management, 6e, Core ISBN 9780357986417;
Chapter 14: Global Human Resource Management
TABLE OF CONTENTS
Purpose and Perspective of the Chapter......................................................................2
Chapter Objectives........................................................................................................2
What's New in This Chapter........................................................................................2
Chapter Outline.............................................................................................................3
1
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part. 1
,PURPOSE AND PERSPECTIVE OF THE CHAPTER
This chapter outlines the intricacies and problems associated with international human resource
management activities. Multiple stages of the expatriate experience must be successfully managed. This is
especially true in the repatriation stage, when workers may return to personal and work environments that
may be very different politically and culturally than the ones they left. Specific assignments may not be
available upon return, and expatriates may be viewed as, or feel like, outsiders in their own organization.
Strategic HR practices and processes can smooth these international issues.
CHAPTER OBJECTIVES
The following objectives are addressed in this chapter:
14.01Contrast how global human resource management differs from domestic human resource
management.
14.02 Describe different dimensions and models of national culture and how they influence
effective human resource management practices.
14.03 Discuss the strategic HR issues associated with global assignments, especially the various
levels of standardization of global human resource practices and the pros and cons associated
with each.
14.04 Explain the challenges associated with repatriation and associated knowledge retention.
14.05 Describe some of the critical human resource-related issues involved with doing business in
select foreign countries in the European Union, North America, and Asia.
[return to top]
WHAT'S NEW IN THIS CHAPTER
The following elements are improvements in this chapter from the previous edition:
New opening in practice vignette, updated content on global employment law
[return to top]
2
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part. 2
, CHAPTER OUTLINE
I. OPENING CASES (LO 14.01, PPT Slide 3)
GLAXOSMITHKLINE
Pharmaceuticals and health care products provider GlaxoSmithKline experienced
unprecedented growth during the COVID-19 pandemic, which resulted in the need to
reconsider the organization of their global operations. The company split into two separate
divisions and consolidated its previously decentralized HR operations into four locations in
India, Poland, Costa Rica, and Malaysia. Global HR operations were then reclassified into
functions which could be eliminated due to a failure to add value, automated into a self-
service operation, or maintained with appropriately trained professional staff. The end result
was an enhanced employee experience with resulting increased engagement and retention.
REEBOK
In 1998, Nike was hit with negative publicity concerning conditions at many of its overseas
factories. Reebok, one of Nike’s main competitors, acted quickly to point out its strong record
of support for human rights and few problems for Reebok or its sub-contractors. Reebok
contracted with a respected nonprofit social research group in Jakarta, Indonesia to audit two
of its shoe factories with over 10,000 workers. These audits marked the first time a U.S.
company allowed truly independent outsiders with expertise in labor issues to inspect their
factories and make the findings public. Some problems were identified, but some solutions
were difficult as they involved introducing industrialized-world solutions on industrializing-
world and cultural environments. Liz Claiborne and Mattel soon followed the lead of Reebok
in having outside evaluation of their international operations.
II. INTRODUCTION (LO 14.01, PPT Slides 2-3)
HR is critical to success of international operations. See the Strategic Global HR at McDonald’s
example. Organizational strategy might focus on expanding internationally for a number of
reasons, including:
1. Enhanced market opportunities
2. Expanded scope and volume of operations to support international initiatives, resulting in
economies of scale
3. Competitive pressures to keep pace with industry leaders
4. Acquisition activity that results in ownership of foreign-based operations
III. HOW GLOBAL HRM DIFFERS FROM DOMESTIC HRM (LO 14.01, PPT Slides 4-5)
International HR presents some unique contingencies for organizations, including:
1. More resources are required to address a broader range of functional areas.
2. More involvement in the employee’s personal life may be required.
3. Several different HR management systems are often required for different geographic
locations.
3
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part. 3
Strategic Human Resource
Management 6e By Jeffrey A.
Mello (All Chapters 1-14, 100%
Original Verified, A+ Grade)
All Chapters Arranged Reverse: 14-1
This is the Original Instructor Manual
for 6th Edition, All Other Files in the
Market are Wrong/Old Questions.
,Instructor Manual
Mello, Strategic Human Resource Management, 6e, Core ISBN 9780357986417;
Chapter 14: Global Human Resource Management
TABLE OF CONTENTS
Purpose and Perspective of the Chapter......................................................................2
Chapter Objectives........................................................................................................2
What's New in This Chapter........................................................................................2
Chapter Outline.............................................................................................................3
1
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part. 1
,PURPOSE AND PERSPECTIVE OF THE CHAPTER
This chapter outlines the intricacies and problems associated with international human resource
management activities. Multiple stages of the expatriate experience must be successfully managed. This is
especially true in the repatriation stage, when workers may return to personal and work environments that
may be very different politically and culturally than the ones they left. Specific assignments may not be
available upon return, and expatriates may be viewed as, or feel like, outsiders in their own organization.
Strategic HR practices and processes can smooth these international issues.
CHAPTER OBJECTIVES
The following objectives are addressed in this chapter:
14.01Contrast how global human resource management differs from domestic human resource
management.
14.02 Describe different dimensions and models of national culture and how they influence
effective human resource management practices.
14.03 Discuss the strategic HR issues associated with global assignments, especially the various
levels of standardization of global human resource practices and the pros and cons associated
with each.
14.04 Explain the challenges associated with repatriation and associated knowledge retention.
14.05 Describe some of the critical human resource-related issues involved with doing business in
select foreign countries in the European Union, North America, and Asia.
[return to top]
WHAT'S NEW IN THIS CHAPTER
The following elements are improvements in this chapter from the previous edition:
New opening in practice vignette, updated content on global employment law
[return to top]
2
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part. 2
, CHAPTER OUTLINE
I. OPENING CASES (LO 14.01, PPT Slide 3)
GLAXOSMITHKLINE
Pharmaceuticals and health care products provider GlaxoSmithKline experienced
unprecedented growth during the COVID-19 pandemic, which resulted in the need to
reconsider the organization of their global operations. The company split into two separate
divisions and consolidated its previously decentralized HR operations into four locations in
India, Poland, Costa Rica, and Malaysia. Global HR operations were then reclassified into
functions which could be eliminated due to a failure to add value, automated into a self-
service operation, or maintained with appropriately trained professional staff. The end result
was an enhanced employee experience with resulting increased engagement and retention.
REEBOK
In 1998, Nike was hit with negative publicity concerning conditions at many of its overseas
factories. Reebok, one of Nike’s main competitors, acted quickly to point out its strong record
of support for human rights and few problems for Reebok or its sub-contractors. Reebok
contracted with a respected nonprofit social research group in Jakarta, Indonesia to audit two
of its shoe factories with over 10,000 workers. These audits marked the first time a U.S.
company allowed truly independent outsiders with expertise in labor issues to inspect their
factories and make the findings public. Some problems were identified, but some solutions
were difficult as they involved introducing industrialized-world solutions on industrializing-
world and cultural environments. Liz Claiborne and Mattel soon followed the lead of Reebok
in having outside evaluation of their international operations.
II. INTRODUCTION (LO 14.01, PPT Slides 2-3)
HR is critical to success of international operations. See the Strategic Global HR at McDonald’s
example. Organizational strategy might focus on expanding internationally for a number of
reasons, including:
1. Enhanced market opportunities
2. Expanded scope and volume of operations to support international initiatives, resulting in
economies of scale
3. Competitive pressures to keep pace with industry leaders
4. Acquisition activity that results in ownership of foreign-based operations
III. HOW GLOBAL HRM DIFFERS FROM DOMESTIC HRM (LO 14.01, PPT Slides 4-5)
International HR presents some unique contingencies for organizations, including:
1. More resources are required to address a broader range of functional areas.
2. More involvement in the employee’s personal life may be required.
3. Several different HR management systems are often required for different geographic
locations.
3
© 2025 Cengage Learning, Inc. All Rights Reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible website, in whole or in part. 3
