Organizations: Behavior, structure, process" - Gibson, Ivancevich, Donnelly, and Konopaske: Chapter 3 -Employment opportunities in multinational firms

Résumé du document

According to the Exhibit 3 which deals with the question of Japanese expatriates and American in executive positions in Japanese firms in the United States, 69.4% of employees in a top executive echelon or in a middle management branch are Americans. For example, 76.5% of employees from the branch are host country nationals. A serious study compared those figures with German-owned corporations in the United States and there is a lower percentage of American employees in the top echelons than in the Japanese firms.

So, according to those studies, we cannot say that Japanese corporations in the United States have more of a glass ceiling for the promotion of American employees than do other foreign-owned corporations in the United States.

Keywords - multinational companies, multinational company, multinational companies in india,
multinational corporation.

Extraits

[...] "Organizations: behavior, structure, process" - Gibson, Ivancevich, Donnelly, and Konopaske : chapter 3 Employment opportunities in multinational firms 1. Do Japanese corporations in the United States have any more of a glass ceiling for the promotion of American employees than do other foreign- owned corporations in the United States? According to the Exhibit 3 which deals with the question of Japanese expatriates and American in executive positions in Japanese firms in the United States of employees in a top executive echelon or in a middle management branch are Americans. [...]

[...] In this case, the manager must inform all of the employees concerned, as well men as women. In my opinion, not all the companies can settle in any country because of the power distance. For example, it would be difficult for a factory unit to settle in Hong Kong because it would need more men than women. So the company would promote more men than women. The company would be accused of glass ceiling. But, in the same way, it is cultural to hire more women for being pediatric nurse or secretary. [...]

[...] Why Americans people do not feel like that for other foreign companies in which glass ceiling is higher? In my opinion, it is because those other foreign firms are less established than Japanese firms in the United- States. There are less “inquisitive” so they are less finger-pointed What are some approaches that could be taken to facilitate the recruitment and retention of host country nationals for a multinational subsidiary? In the text, a few approaches are noticed to facilitate the recruitment and retention of host country nationals for a multinational subsidiary: the government should enhance the Equal Employment Opportunity Commission; Japanese and American firms should make”under the efforts to protect American employees. [...]

[...] Thus, foreign firms have to fit with the business culture of a country to enhance the retention of host country nationals. Obviously, those approaches should benefit to the employees of both countries and also to the organization as well Given that a glass ceiling for promotion for women appears to be more in existence in the United States and Japan than it does in other parts of Asia such as Hong Kong, what does this tell us in regard to the need for cultural awareness among managers in multicultural settings? [...]