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Expatriate Reduction and Mariachi Circles

Expatriate Reduction and Mariachi Circles. Trends in MNC Human-Resource Practices in Mexico 劉慧琴. SIHRM(strategic international human-resource management).

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Expatriate Reduction and Mariachi Circles

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  1. Expatriate Reduction and Mariachi Circles Trends in MNC Human-Resource Practices in Mexico 劉慧琴

  2. SIHRM(strategic international human-resource management) * The lessons learned from studies conducted in other regions may not generalize to Latin America. * SIHRM practices of MNCs in Mexico

  3. A series of studies(研究資料及樣本) • 樣本: 57 MNCs • *4 cities: Ciudad Juarez(1993), • Chihuahua City(1993), • Guadalajara(1995), • Monterrey(1995-1996)

  4. Outline • conflict between Mexican and expatriate managers(due to the lack of Spanish-languageskills and to the imposition of a North-American managerial style on Mexican subordinates) • MNC staffing policies • these firms use Japanese management techniques(JMTs)

  5. Expatriates and expatriate reduction Trend: U.S. MNCs to replace parent-company expatriates with host-country managers ＊Three explanations: 1. Cost is more 2-3 times than domestic salary 2. Lack of foreign-language and cross-cultural skills 3. Colonial mentality

  6. The transfer of Japanese management techniques overseas * Japanese practices: such as “open communication, consensus-style decision making, job rotation, seniority-based wages…

  7. Key components of Mexican culture U.S. vs. Mexico

  8. Mexico vs. Japan ● Mexico ＊autocratic ＊employees must be loyal to their boss ● Japan ＊ bottom-up decision ＊ relatively open communication ＊ continuous improvement

  9. Research methods Interviews : plant manager, HR director, managers of other positions, employees 57 managers: 9 expatriates from U.S. 48 Mexican nationals

  10. 名詞解釋 • maquiladora(42 firms): these firms typically import all their raw materials into Mexico, process those goods using low-cost Mexican labor, and then export all of their production • mariachicircles (墨西哥街頭樂隊) • ＝Quality circles(品管圈）

  11. A clash of cultures: Expatriates on the border Maquiladoras in Juarez(located on the U.S.--Mexican border) The border location certainly made it easier for expatriates, it contributed to another problems. Expatriates don’t want to learn Spanish.

  12. A clash of cultures: Expatriates on the border(續上) * Separating the payroll systems * 墨西哥管理者對美國的外派人員之觀 點： 1. 缺乏跨 文化訓練以及不願學習當地語言。 2. 美國工程師當上司作錯的時候，就直接了當說出來，在墨西哥主管的想法，這樣是貶低上司的專業及權威。

  13. A clash of cultures: Expatriates reduction in interior cities Reason: 1. Cost 2. Development of local managers

  14. No significant conflict between Mexican managers and expatriates from Japan or Europe. * 歐洲的外派人員有先前多個國家的 經驗. *日本是因為通常先從美國設廠, 然後 再到墨西哥設廠，所以至少有一個以 上的文化學習經驗.

  15. Implementing Japanese management techniques(JMT) * create a quality tradition break down the status and power distance * preferred to hire young people * Quality techniques needed to be modified => Quality circles mariachi circles * Mexican worker:

  16. Conclusions and suggestions for future research Limitations: 1. Data source －largely relied on statements made by MNC managers 2. The issue of conflict between Mexican and expatriate employees is very sensitive 3. Focused on MNC activity in only 4 cities

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