CH02EnvironmentofHRM(人力资源管理-南京大学-赵署明).pptx

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1、Prof. Shuming ZhaouWhat are some of the rapid emerging signs of globalization?uWhat are the major differences between domestic HRM and international HRM?uWhat should International HR managers do when they meet IHRM problems of staffing, training and development, performance appraisal, compensation a

2、nd benefit, labor relations, health and safety?uWhat issues do the video-tapes discuss?Prof. Shuming ZhaoProf. Shuming ZhaouWhat is the development of international business?uWhat is the impact of the environment on HRMuWhat is the influences of legal environment upon HRM?uWhat organizational factor

3、s affect HR activities? uWhat are global HRM strategies?Prof. Shuming ZhaoProf. Shuming ZhaoStages:uForeign TradeuSales SubsidiaryuInternational DivisionuMultinational Enterprise (MNE)uGlobalizationuAlliances, Partnerships, and ConsortiaProf. Shuming ZhaoExternal Environment:u the labor forceulegal

4、considerationsusocietyuunionushareholders,ucompetitionucustomersutechnologyuthe economyProf. Shuming ZhaouNAFTA, EU, APECu9.11 Terrorist AttackuSARSuTidal Wave, Tsunami, (December 2004, 160,000 died)uMarket Economic SystemuGlobal VillageuLabor Migration uLiving Standards and PovertyuEnvironment Prot

5、ectionProf. Shuming ZhaouTechnology: Supersonic Airplane, Sonys Wireless board, Airbus A380 with 555 seatsuInformation Technology: Telegram, Telex, Fax, Internet uBiotech: bioinformaticsuEnergy Technology: Electric CarProf. Shuming ZhaouKnowledge Economy vs Traditional Economy: knowledge and Innovat

6、ion uCompetition for Source, Market, and TimeuCorporate Strategy: CostDifferentiation uVirtual OrganizationuCapital vs. Human CapitaluTraining and Career DevelopmentProf. Shuming Zhao4Super firms sell Standards4First class firms sell Brand4Second class firms sell Technology4Third class firms sell Pr

7、oducts4Fourth class firms sell laborProf. Shuming ZhaoInternal Environment:uoperationsumarketingufinanceuR&DuAccountingProf. Shuming ZhaoExternal AnalysisOpportunitiesThreatsInternal AnalysisStrengthsWeaknessStrategic ChoiceMissionGoalsProf. Shuming ZhaouAge DiscriminationuReligious DiscriminationuR

8、acial DiscriminationuSexual DiscriminationuSexual Harassment Prof. Shuming ZhaouExport departmentuSales SubsidiaryuInternational DivisionuGlobal Product DivisionuGlobal Area Divisionuthe MatrixuBeyond the MatrixuU.S., European, and Japanese Structural ChangesuControl Mechanisms in the Networked MNCu

9、Linking Operation Mode and HRMuDeterminants of IHRM Approaches and ActivitiesProf. Shuming ZhaoProf. Shuming Zhaouageufunctional specialtyuprofessionusexual orientationugeographic originulifestyleutenure with organization or positionProf. Shuming ZhaoDefinitionua way of life shared by members of som

10、e social groupuOlder members of the group pass to younger onesushapes behavior and structures perception of the worldProf. Shuming ZhaoCulture.Prof. Shuming ZhaouThinking (ideas): values, beliefs, myths, and folkloreuDoing (norms): laws, status, customs, regulations, ceremonies, fashions, and etique

11、tteuLiving (materials): food, clothing, natural resources, tools, etc. Prof. Shuming Zhaoureligionueducationueconomicsupoliticsufamilyuclass structureulanguageuhistoryunatural resources/ geographyProf. Shuming ZhaoProf. Shuming ZhaouCorporate cultureuEthnic cultureuRegional cultureuNational cultureu

12、Global cultureProf. Shuming ZhaouThe issue of diversity is one reality of being globally competitive. uThe challenge of managers in the coming decades will be to recognize that people with common, but difference characteristics from the mainstream, often think differently, act differently, learn dif

13、ferently, and communicate differently. Because every person, culture, and business situation is unique, there are no simple rules for managing diversity.Prof. Shuming Zhao We should all need to develop patience, open-mindedness, acceptance, and cultural awareness. Only such measures can productivity

14、 be maximized.Prof. Shuming Zhaousingle parent and working motherudual-career couplesuworkers of coloruolder workersupeople with disabilitiesuimmigrantsuyoung persons with limited education or skillueducational level of employeesProf. Shuming ZhaouStage of internationalizationuMode of operation used

15、 in the various foreign marketsuMethod of control and coordinationuStrategic importance of the overseas operations to total corporate profitabilityProf. Shuming ZhaoProduct StrategyTypes ofInformationOrganizationalStructureReward SystemsSelection,Training, and Developmentof PeopleTask DesignPerforma

16、nceProf. Shuming ZhaoDimension of HRM PracticesManaging The HumanResourceEnvironment Acquiringand PreparingHumanResources Assessmentand Developmentof Human ResourceCompensatingHumanResourcesCompetitivenessProf. Shuming ZhaoBusiness CompetenceProfessionaland TechnicalKnowledgeHR ProfessionalIntegrati

17、onCompetenceAbility to Manage ChangeProf. Shuming Zhao Global HRM: The use of global human resources to achieve organizational objectives without regard to geographic boundaries. Five functional areas associated with effective global HRM:uGlobal HR planning, recruitment, and selectionuGlobal trainin

18、g and developmentuGlobal compensation and benefitsuGlobal safety and health, anduGlobal employee and labor relationsProf. Shuming ZhaouA Global organization must have qualified individuals in specific jobs at specific places and times to accomplished its goals. This process involves obtaining such p

19、eople globally through HR planing, recruitment, and selection.uGlobal employees can be selected from three different areas including expatriates from parent-country nationals, host-country nationals, and the third country nationals. (Mercedes-Benz was able to select the most qualified 900 employees

20、from the 45, 000-applicant pool.)Prof. Shuming ZhaouGlobal training and development is needed because people, jobs, and organizations are often quite different globally from the way they are domestically. The training and development process should start as soon as the workforce is selected, even be

21、fore beginning global operations if possible. (Mercedes-Benz in the States sent 165 early hires to Germany for their training. After receiving their training, these individuals, along with 70 Germans, conducted employee training in the States.) u Large-scale training and development programs are ess

22、ential for most global relocations.Prof. Shuming ZhaouThe main reason that organizations relocate to other areas of the world is probably the high wage pressures that threaten their ability to compete on a global basis. Wage pressures and union inflexibility in Germany were the primary reason. (Merc

23、edes-Benz went global to avoid paying $30 an hour in Germany. Mercedes-Benz paid $13-$18 an hour in Alabama.)uCompensation levels are usually much lower globally.uVarious in laws, living costs, tax policies, and other factors all must be considered when a company is established global compensation p

24、ackages.Prof. Shuming ZhaouSafety and health laws and regulations vary greatly from country to country. uWorkplace safety varies significantly among different countries.uHealth care facilities across the globe show wide diversity in their state of modernization.uFirms not only consider safety and he

25、alth plans, but also have disaster plans for evacuating expatriates if natural disasters, civil conflicts, or wars occur.Prof. Shuming ZhaoThe rate of unionism:uU.S., 14.5%; Sweden, 96%; U.K., 50%;uGermany, 43%; Canada, 36%; and Japan & France, 28% Although the rates appear impressive compared with

26、the States, unions in theses countries are generally less adversarial with management and less focused on wage gains, globalization is a major threat to wage gains worldwide. Prof. Shuming ZhaouHuman resource policies and practices must be geared to deal with the global differences in collective bar

27、gaining.uThe strength and nature of unions differ from country to country. Some countries, like Germany, even require firms to have union or worker representatives on their boards of directors. This practice is very common in European countries.Prof. Shuming ZhaouThe U.S. Civil Rights Act (1964): An

28、 employer cannot discriminate on the basis of race, color, religion, sex, or nation origin with respect to employmentuChinas Labor Law (1995)Prof. Shuming ZhaouHR management must consider the potential impact of global differences on human resources.uDifference in politics, law, culture, economics,

29、labor-management relations system, and other factors complicate the task of global human resource management.uSome possible barriers to effective global management: Political and legal, culture, economic, labor-management relations, language, etc. Prof. Shuming Zhao HR managers must help their corpo

30、rations achieve the global strategies in the following ways:uunderstand its multiple, national culturesuintegrate and coordinate these differing national culturesuhire and train a truly world-quality and globally aware workforce and management teamudevelop career planning and management programsuunderstand global businessudevelop ability to communicate to global workforceProf. Shuming ZhaouWhat external and internal factors affect HR activities? uHow should we organize human resources for globalization?