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Document Sample
OS 352
4/17/08
I. Administration.
A. Final Exam (not cumulative): Monday, 4/28,
Science Center 362, 11:45am-2:45pm
B. Last class Thursday, 4/24, regular classroom –
Course summary and article discussion (Combs &
Hammonds), evals, +.5 for attending
C. Next class, Tues., 4/22 at the Outdoor Lodge (near
the Watertower) – Metrics, Systems. +.5 for
attending.
D. Rosie the Riveter extra credit write-ups due Friday,
4/18 (email is fine).
II. Workplace safety.
III. International HRM
Importance of Workplace Safety
Injuries, deaths of workers
4.6 cases of illness/injury per 100
workers (2005)
3.9 deaths per 100,000 ees (2006)
Lost time and productivity
Workers’ Compensation rates
OSHA attention and fines
Negative publicity
The Importance of Visuals
•Lost time accident this week.
•No lost time accidents in two weeks.
•No lost time accident in 4 weeks.
The Importance of Proper Incentives
• Safety targets should be included
in incentive bonus formulas.
•Safety targets and improvements
should be under the control of the
workers.
•Remove contextual factors that
suppress the timely reporting of
safety incidents.
The Importance of Training
• Technic of Operations Review (TOR):
Discussion/analysis of accidents and “near
misses” without penalizing participants.
Examples:
Blocked Emergency Exits
Slippery floors
Falling without injury
•Training support by managers and peers.
Accidents Waiting to Happen
Smoking on the production floor.
Drinking / drugs on the job.
Lack of basic safety equipment.
Lack of attention to ergonomics.
Pranks
Occupational Safety and Health Act
Authorizes the federal
government to establish and
enforce occupational safety
and health standards for most
places of employment
U.S. Department of Labor U.S. Department of Health
and Human Services
Occupational Safety and
Health Administration (OSHA)
• Routine employer inspections
• Investigations of deaths, injuries
• Levies fines.
•Up to $20,000 for violations that
result in the death of a worker
•$1000 per violation for less serious
violations
• Employer education and assistance.
Federal Inspections - Fiscal Year 2006
38,579 Inspections
Reason for
Number Percent
Inspection
Complaint/accident
7,376 (19.1%)
related
High hazard
21,504 (55.7%)
targeted
Referrals, follow-
9,699 (25.1%)
ups, etc.
Number Percent Industry Sector
22,891 (59.3%) Construction
7,689 (19.9%) Manufacturing
403 (1%) Maritime
7,596 (19.7%) Other industries
OSHA Statistics - 2006
Current
Violations Percent Type
Penalties
479 (0.5%) Willfuli $16,009,045
61,337 (73.1%) Seriousii 54,139,361
2,551 (3.0%) Repeatiii 9,688,804
Failure to
288 (0.3%) 1,044,925
Abateiv
19,246 (23%) Otherv 3,098,221
12 (0.01%) Unclassified 1,044,925
83,913 TOTAL $84,413,006
Safety-Related Courses at Clarkson
for Business Students
•IH 309 – Industrial Hygiene
• IH 330 – Safety Management
•IH 320 – Ergonomics – click on link for
excerpt of OSHA powerpoint on the
poultry industry
• IH 416 – Occupational Toxicology
• ES 532 – Risk Analysis
Terms You Should Know
Technic of Operations Review
Occupational Safety and Health
Administration (OSHA)
You Should be Able To …
Discuss why safety is important to
the management of people in
organizations.
Know what OSHA does.
Understand multiple ways that HR
practices can help ensure a safe
workplace.
The Stages of Internationalization
Stage 2: Export Operations The firm Stage 4: Multinational
expands its market to include other Operations The firm becomes a
countries, but retains production full-fledged multinational corp.
facilities within domestic borders. (MNC) with assembly and
production facilities in several
Stage 1: Domestic countries and regions of the
Operations The world. Some decentralization of
firm’s market is decision making is common, but
exclusively many personnel decisions are
domestic. still made at corp. headquarters.
Stage 5: Transnational
Operations Firms that reach this
stage are often called transna-
tional because they owe little
allegiance to their country of
Stage 3: Subsidiaries or Joint Ventures origin. Operations are highly
The firm physically moves some of its decentralized, with each busi-
operations out of the home country. ness unit free to make personnel
decisions with very loose control
from corp. headquarters. 14
Culture
A community’s set of shared
assumptions about how the world
works and what ideals are worth
striving for.
In brief … shared understandings.
Hofstede’s Cultural Dimensions
(text)
1) Individualism / Collectivism
Strength of the relationship between the
individual and other individuals in the
society
Collectivist countries: Mexico, Pakistan,
Taiwan
Individualistic countries: U.S., U.K.
Hofstede’s Cultural Dimensions
(text)
2) Power Distance
The way the culture deals with unequal
distribution of power and defines the
amount of inequality that is normal.
High Power Distance Countries: Mexico,
Japan
Low Power Distance: U.S., Denmark,
Israel
Hofstede’s Cultural Dimensions
(text)
3) Uncertainty Avoidance
Describes how cultures handle the fact
that the future is unpredictable.
High Uncertainty Avoidance Countries:
Greece, Portugal
Low Uncertainty Avoidance: Singapore,
Jamaica
Hofstede’s Cultural Dimensions
(text)
4) Masculinity / Femininity
Emphasis a culture places on practices or
qualities that have traditionally been
considered masculine or feminine.
Masculine cultures: Germany, Japan
Feminine cultures: Sweden, Norway
Hofstede’s Cultural Dimensions
(text)
5) Long-term/Short-term
orientation
Whether the focus of cultural values is on
the future (long-term) or the past and
present (short-term).
Long-term orientation: Japan, China
Short-term orientation: U.S., Russia, West
Africa
Why International Assignments End in Failure
• Career Blockage
• Many feel that the home office has forgotten them and
that their career has been sidetracked
• Culture Shock
• Many people who take international assignments
cannot adjust to a different cultural environment
• Overemphasis on Technical Qualifications
• The same traits that led to success at home can be
disastrous in another country
• Family Problems
• The inability or unwillingness of the expatriate’s spouse
and children to adapt to life in another country is one of
the most important reasons for failure
21
Selecting Employees for
International Assignments
Emphasize cultural sensitivity as a selection
criteria
Establish a selection board of expatriates
Require previous international experience
Explore the possibility of hiring foreign-born
employees who can serve as “expatriates” at
a future date
Screen candidates’ spouses and families
22
Training Employees for International
Assignments
23
Compensation
Provide the expatriate with a disposable
income that is equivalent to what he or
she would receive at home.
Provide and explicit “add-on” incentive for
accepting an international assignment.
Avoid having expatriates fill the same
jobs held by locals or lower-ranking jobs.
24
Virtual Expatriate
Employee who
manages an operation
abroad without
permanently relocating
in another country.
EEO in the International Context
U.S. companies are prohibited from basing
employment decisions on employee
characteristics such as race, sex, and age. This
prohibition applies to international assignments,
with the single exception that companies are not
required to violate a host nation law.
Foreign national employees of U.S. companies in
their own country or in some other foreign
country are not covered by U.S. employment law.
Under the Immigration Control and Reform Act of
1986, people who are not U.S. citizens but who
are living and have legal work status in the United
States may not be discriminated against.
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