1、獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的人力資源管理 之九Human resource managementGaining a competitive advantage.International human resource management全球性人力資源管理When you finish the chapter, you should 1,Explain the definition of international human resource management 解釋全球性人力資源管理的定義2.discuss the The Factors That Impact the International H

2、uman Resource Management 討論影響國(guó)際企業(yè)人力資源管理的要素3 explain the process From domestic HRM to international HRM 解釋從國(guó)內(nèi)人力資源管理到國(guó)際企業(yè)人力資源管理的過程4 indicate Executive nationality staffing policies 指出國(guó)際企業(yè)高層管理人員的人事政策.1. The globalization of business企業(yè)全球化1.1 The Overview of Globalization全球化的概念The environment is forcing

3、managers to seek gain a competitive advantage for globalization-the global markets and cheap labor force. 企業(yè)的競(jìng)爭(zhēng)環(huán)境迫使其向全球化方向開展， 擁有全球性的市場(chǎng)以及勞動(dòng)力資源。Firms are beginning to recognize that finding and nurturing the human resource required to implement an international strategy is of critical importance企業(yè)曾經(jīng)認(rèn)識(shí)

4、到獲得并培育充分的人力資源對(duì)實(shí)現(xiàn)全球化戰(zhàn)略的重要意義. European Union歐盟. The signing of the Masstricht Treaty in February 1992,created the formation of a 12 nations EU. This treaty united the 380 million people of Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdo

5、m, Germany., Austria, Finland, and Sweden. As a single market, there are no national barriers to travel , employment, investment, and trade.EU is the largest economic market in the world with a gross domestic product in 1992 of $8 trillion. North American Free Trade Agreement北美自在貿(mào)易區(qū). Mexico, Canada,

6、 and U.S.A . it opened a vast market of over 363 million consumers, its gross domestic product of 8.7 trillion in 1992. All barriers to free trade such as tariffs, import licensing requirements, and customs user fees be limited, and the long term benefits of job creation , market development and inc

7、reasing living standards for all three countries. Asia Pacific Economic Cooperation亞太經(jīng)濟(jì)貿(mào)易區(qū). 1.2 Defining International Human Resource Management 全球性人力資源管理的定義An organization effectively utilize its human resource in the international enterprises and cross-culture environment在國(guó)際企業(yè)和跨文化環(huán)境里對(duì)人力資源進(jìn)展的管理。The

8、 three broad human resource functions of procurement, allocation, and utilization 三種人力資源管理功能：獲得，安頓，利用The three national categories human resource management activities 三種人力資源管理活動(dòng)范疇：東道國(guó)，母國(guó)，第三國(guó)The three types of employees of an international enterprise:host-country national(HCNs), parent-country natio

9、nal(PCNs), third-country national(HCNs) 三種國(guó)際企業(yè)人力資源來源：東道國(guó)人力資源，總公司派出人員，第三國(guó)人員.1.3 國(guó)際企業(yè)人力資源管理的特征More functions and activities更多的職能和活動(dòng)Broader perspective 更廣泛的視野More involvement in employees personal lives更多參與員工個(gè)人生活Changes in emphasis as the workforce mix of expatriates and local varies勞動(dòng)力多元化的改動(dòng)Risk expos

10、ure 風(fēng)險(xiǎn)性More external influences 更多的外部影響.1.4 More Functions and Activities國(guó)際企業(yè)人力資源管理的重要職能International compensation and taxation員工薪資報(bào)酬和稅收補(bǔ)貼管理費(fèi)用International relocation and orientation外派人員的重新安頓和上崗Administrative services for expatriates對(duì)外派人員的行政管理Host government relations和東道國(guó)政府的關(guān)系Language translation se

11、rvices言語進(jìn)修效力.2. The Factors That Impact the International Human Resource Management 影響全球性人力資源管理的要素cultureEducation Human capitalHuman ResourceManagement EconomicinstitutionPolitic and lawinstitutions.2.1The Definition of Culture文化的定義Hosted: the collective important programming of the mind which dist

12、inguishes the members of one human group from another.將一個(gè)社會(huì)群體和另一個(gè)社會(huì)群體區(qū)別開的組織成員共有的重要假設(shè)Values of the five indices for deferent countries五個(gè)文化維度：Power distance權(quán)益差距Individualism-collectivism個(gè)人主義集體主義Masculinity-femininity雄性雌性Uncertainty avoidance風(fēng)險(xiǎn)躲避Long-term short-term orientation長(zhǎng)期短期取向性.Power distanceind

13、ividualismmasculinityuncertaintyLong-term orientationUSA40L91H62H46L29LGER35L67H66H65M31MJPN54M45M95H92H80HFRA68H71H43M86H30LNET38L80H14L53M44MHOK68H25L57H29L96HIDO78H14L46M48L25LCHI80H*20L*50M60M*118H.2.2 The important of cultural awareness 文化認(rèn)識(shí)的重要性Ignorance cultural awareness not only are inapprop

14、riate but often cause international business failure.忽視文化認(rèn)識(shí)，不僅僅是不適宜宜，而且還會(huì)導(dǎo)致國(guó)際企業(yè)的失敗。Adjusting to a new cultural environment can cause many problems。And coping with cultural differences and recognizing how and when differences are relevant is a constant challenge for the international managers.在一個(gè)新的文化

15、環(huán)境能夠引起許多問題，如何順應(yīng)不同的文化環(huán)境一直是跨國(guó)企業(yè)管理者要面對(duì)的挑戰(zhàn)。More creative and effective ways of management may be developed as a result of cross-cultural learning 經(jīng)過跨文化學(xué)習(xí)可以開發(fā)出更有發(fā)明性，更有效果的管理方法。.3.Internationalization 企業(yè)生長(zhǎng)戰(zhàn)略中的國(guó)際參與的不同層次domesticinternationalglobalmultinationalHeadquarterHeadquarterHeadquarterHeadquarterdivis

16、iondivisiondivisiondivisiondivision.3.1 From domestic HRM to international HRM 企業(yè)人力資源管理國(guó)際化過程Product, market, technologyDomesticHRMManagementRisk, uncertainty,Information asymmetryCultural diversityGeographic dispersionOrganizationInternationalHRMSocial,cultural Legal, politicalenvironment.3.2 Evolut

17、ion and Growth of International business國(guó)際企業(yè)的生長(zhǎng)戰(zhàn)略特征InternationalBusiness企業(yè)成長(zhǎng)Organizational Structure組織結(jié)構(gòu)Staffing Policies員工政策Product innovations and growth through diversification多元化帶來的產(chǎn)品創(chuàng)新Product/area bases for structuring of organization產(chǎn)品和地區(qū)的事業(yè)部制Home-country of third-country nationals in charge母國(guó)

18、和第三國(guó)人員負(fù)責(zé)管理Quest for global rationalization尋求生產(chǎn)服務(wù)全球化的合理布局Oviduct/area bases for structuring matrix type organization矩陣式結(jié)構(gòu)Host-country national in charge東道國(guó)人員負(fù)責(zé)管理.4 the expanding role of HRM企業(yè)生長(zhǎng)戰(zhàn)略中高層管理人員的管理Identifying top management potential early盡早發(fā)現(xiàn)高層管理人員的潛能Identifying success factors for the futur

19、e international manager識(shí)別未來國(guó)際企業(yè)管理人員的勝利要素Maintaining commitments to individuals in international career paths承諾職業(yè)生涯開展Tying strategic business planning to human resource planning 人力資源戰(zhàn)略和企業(yè)戰(zhàn)略的結(jié)合Providing assignment to ensure adequate international human resources.委任人高層管理員以保證國(guó)際企業(yè)充分的人力資源.4.2 Executive na

20、tionality staffing policies國(guó)際企業(yè)高層管理人員的人事政策The ethnocentric approach母國(guó)中心方式The polycentric approach多中心方式The geocentric approach全球化方式The re-geocentric approach地域總部方式.4.3 selection managers:pros and cons 管理人員選拔分析parent-country nationals AdvantagesOrganizational control and coordination is maintained and

21、 facilitated有利于堅(jiān)持組織控制和協(xié)作Promising managers are given international experience賦予管理者國(guó)際企業(yè)任務(wù)閱歷PCN are the best people for the job挑選最正確的任務(wù)人選Subsidiary will comply with objectives, policies,etc.分公司能執(zhí)行總公司的目的和政策 parent-country nationals disadvantagesThe promotional opportunities of HCNs are limited 東道國(guó)人員提升遭

22、到限制Adaptation to host country may take a long time花長(zhǎng)時(shí)間順該當(dāng)?shù)厍闆rPCNs may impose an inappropriate HQ style將母公司不適當(dāng)?shù)墓芾盹L(fēng)格帶到分公司Compensation for PCN and HCN may differ 母公司和分公司人員的薪資報(bào)酬有差別.(2) Third country nationals advantage and disadvantage第三國(guó)人員Advantage:Salary and benefits requirements may be lower than for

23、PCNs工資和福利要低于母公司人員TCNs may be better informal than PCNs about host-country environment比母公司人員更好的順該當(dāng)?shù)厍闆rDisadvantage:Transfers must consider possible national animosities必需思索國(guó)家間的民族矛盾The host government may resent hiring of TCNs當(dāng)?shù)卣磺樵腹蛡虻谌龂?guó)人員TCNs may not want to return to their own countries after assign

24、ment任務(wù)終了后不情愿前往本國(guó).3host-country nationals 聘請(qǐng)東道國(guó)管理人員的優(yōu)點(diǎn)和缺陷Advantage:Language and other barriers are eliminated可消除言語和其他妨礙Hiring costs are reduced雇傭本錢可降低 Continuity of management improves since ECNs stay longer in positions因任職長(zhǎng)而改善管理技藝Government policy may dictate hiring of HCHs有利于雇傭的政府政策M(jìn)orale among HCN

25、s may improves they see as the career potentials因職業(yè)提升而士氣高昂.DisadvantageControl and coordination of HQ may be impeded總部的控制和協(xié)作能夠遭到妨礙HCNs have limited career opportunity outside the subsidiary限制了東道國(guó)人員向外開展機(jī)遇Hiring HCNs limed opportunity for PCNs to gain overseas experience 限制了母公司人員海外任務(wù)的閱歷Hiring HCNs cou

26、ld encourage a federation of national rather than global units 忽視了公司全球利益。.5 Expatriate Management 外派人員的管理5.1 the reasons for failure外派人員不合格的緣由Inability of spouse to adjust配偶沒有順應(yīng)才干Managers inability to adjust管理者本人沒有順應(yīng)力Other family reasons其他家庭緣由Managers personal and emotional maturity 個(gè)性和感情不成熟Inability to cope with larger overseas responsibility沒有管理海外大型企業(yè)的才干Lack of technical competence缺乏技術(shù)競(jìng)爭(zhēng)力.5.2 the traits of expatriate success勝利外派人員的特征Technical ability 技術(shù)才干Managerial skills管理才干Cultural empathy文化移情Adaptability順應(yīng)性Diplomacy有外交才干Language ability言語才干Positive attitude積極的態(tài)度Emotional stability