Review of International Training and Development.docx

《Review of International Training and Development.docx》由会员分享，可在线阅读，更多相关《Review of International Training and Development.docx（8页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、8Review of International Training and DevelopmentINTRODUCTIONHuman resources management refers to the accordance with the requirements of the enterprise development strategies in a planned way of human resources for a reasonable allocation of the recruitment of employees in the enterprise. Through t

2、raining, utilizing, assessment, motivation, adjustment range of the process to mobilize the enthusiasm of the staff, playing potential of employees, it will create value and ensure the realization of corporate strategic objectives. This is a series of human resource policies of the enterprise and th

3、e corresponding management activities. In this review, international training and development is discussed and analyzed in three aspects.APPROACHES TO INTERNATIONAL HRMThe significance of the international trainingThrough this way, it can cultivate more and better bilateral exchange company-friendly

4、 and useful talent based on training and inject new vigor and vitality. It is for the company to comprehensively promote international cooperation and exchanges, promote in-depth understanding and friendly exchanges and other companies. (Hofstede, 1994) There are three main benefits shown as follow:

5、l International economic and technical cooperation for the companys servicel Use communication technologies to promote exchanges and cooperation of company and foreign industryl Enhanced friendship as a way to expand our internationalAs corporate decision-making layer, human, financial, material, in

6、formation, etc., can be regarded as the main areas of concern of the business management. Human is the most important living resources, and only manage a person resource considered to seize management the essence of program, held to mesh sheets. (John Wiley, 1996) Human resource management departmen

7、t is the other. Not only is the managed object, but also thoughts, feelings, and the initiative the principal, how to formulate a scientific, rational, effective human resource management policies, systems, and provide useful information for the business organizations decision-making, they are alway

8、s human resource management issues. About the general manager, any administrator cannot be a universal messenger, should play a decision-making, guidance, coordination of the role of its work. Not only did he need to effectively complete their business, need to train subordinate to develop their pot

9、ential employees to establish a good team organization. Anyone who wants to control their own destiny, but for what to do, what is the business organizations goals, values, job responsibilities, how to effectively integrate into the organization, combined with the goal of business organizations how

10、to develop their potential to play their abilities, how to design your own professional life, which every employee is very concerned and deeply confused. It is believed that the modern human resource management will provide effective help for each employee. (Lewis, 1990)The effective methods to impr

11、ove human resources qualityAs a training department in charge, Human Resources Department has begun to power more decentralized to departments and individual employees. On one hand, training the main enterprise full-time trainers, corporate executives, professional and technical personnel, and exter

12、nal personnel has been chosen as effective methods to improve quality of employees. (Hall, 2009) Internal training is an integral part of corporate training. With the rapidly changing environment of the times, to speed up the upgrading of knowledge, speed, training as a provider of human resource de

13、velopment and new skills, new knowledge, the supervisors must walk in front of this ongoing development, with training expertise and analytical skills, organizational skills and teaching ability to master the characteristics of modern training methods. Therefore, training should also receive trainin

14、g. (Schein, 2004) On the other hand, the object of the corporate training business include from the top to the lowest level of all employees. So todays corporate training from independent bear by the Human Resources Department into various participation from outside the enterprise, internal work and

15、 coordinate the implementation of training. (Adler, 2002)Staff training is an important part of the organizations human resources management and development and key functions, an important way for the organizations human resources asset value, the business organization the higher efficiency. (John W

16、iley, 1998)Staff training is the key to training and the formation of common values, and enhances the cohesive work. Qualified personnel of an enterprise are generally two kinds: one is by introducing alternative is to rely on their own culture. Therefore, enterprises should continue to staff traini

17、ng to instill the values of the enterprise to the workers, training for good behavior, so that workers can routinely work consciously to form a good and harmonious working atmosphere. (Chazottes, 2001) Through training, it can enhance the identity of the employees of the organization, and enhance th

18、e cohesion and team spirit among employees and staff, employees and management personnel.The staff training is good way to enhance staff technical ability level, an effective way to reach people with the thing that matches. A major aspect of staff training is job training, including job specificatio

19、ns, the requirements of the professional knowledge and expertise is considered an important objective of job training. After the induction of post personnel need to continue to progress, improve, participate in a higher level of technological upgrading and promotions, and other aspects of training,

20、so that their expertise, technical capabilities of the job specification layer standards to meet future job needs . Staff training is particularly important; the Practice has proved that it is also an effective way to achieve the desired goal. (Kaeter, 1995)Figure 1 Training and Development CycleSta

21、ff training is an important measure to motivate employees to work actively and staff training is an important investment in human resources is also an effective way of incentives, such as: organizational performance prominent workers to visit the advanced enterprises in the field, encouraging employ

22、ees to use their spare time education are reimbursed costs. According to the survey, advanced training is valued by many workers a condition, because the money for technology, knowledge-based employee incentive is a temporary period of time, long time no, they pay more attention to achieve better de

23、velopment through work and improved.Staff training is the best means to establish a learning organization. Learning organization is a modern enterprise management theory and practice of innovation, corporate staff training and development theory and practice of innovation. (Kondro, 2010) Enterprises

24、 in order to establish a learning organization as soon as possible, in addition to effectively carry out the various types of training, but mainly through the people-oriented to improve the quality of staff training ideas, the establishment of a fully inspire employees to dynamic training mechanism.

25、 Successful enterprise employees continue to receive effective training as a corporate source. (Kelly Blessinger, 2005) Learning-oriented enterprises and enterprises the biggest difference is, never to meet to improve the quality of products and services to improve efficiency through continuous lear

26、ning and innovation. Training and development cycle is shown in Fig. 1.Risk and competitionDespite the implementation of the international training of human resources management with a variety of benefits to the enterprise, but because of the factors that affect its implementation, therefore it rema

27、ins a certain amount of risk.External training, secrets, Internet and intranet running reliability issues must be considered. In the modern highly competitive market, looking for a loyal and reliable partner is essential. Currently, if the human resource management market is not mature enough, relev

28、ant laws and regulations are not perfect, then the security risk for enterprises, human resource management is obvious.In the development process, there are information asymmetries, many times companies is difficult to accurately grasp the information that reflects the real strength of the human res

29、ource management service providers, companies may provide inadequate or inaccurate information, making it difficult to make a scientific decision-making. In addition, long-term cooperation, the institutions will be more or less grasp of corporate information, confidential business information, so th

30、at may be shared with other organizations or individuals, disclosure of corporate recruitment program, salaries, welfare system and other highly sensitive information to enable enterprises to lose the monopoly on certain key human resource management skills and superior resources. (Helen, 2007)As pr

31、ofound changes in a traditional model of human resource management, Human Resources Management International Training means a significant adjustment of the organizational structure, the interests of the reconfiguration will inevitably be from the staff especially the resistance of the personnel depa

32、rtment, etc., making the process difficult. The staff work actively decline. International training of certain human resource management functions, companies may lose control of day-to-day human resources management and employee interaction. In addition, the company is operating independently of an

33、external entity, the two sides is the partnership rather than subordination, therefore, each others cooperative behavior is often difficult to control. Same time, enterprises cannot ignore the international training process of change may be in the publics reaction, if the public outsourcing initiati

34、ves as a disguised form of layoffs and reduction strategy, it is possible the implementation of the enterprise and service capabilities to doubt that these requires companies carefully guard against.CONCLUSIONThe assessment is a neglected element in the corporate training, value judgments and feedba

35、ck on training quality and effectiveness of measures. In this review, international training and development is discussed and analyzed in three aspects. It concludes that international training is effective way of HRM.REFERENCESHofstede, G. 1994, Predicting managers career success in an internationa

36、l setting: The validity of ratings by training staff versus training peers, Management International Review, vol. 34, no. 09388249, pp. 63-63.John Wiley, 1996, Resolving International Conflict: Culture and Business Strategy, Business Strategy Review, 51, pp. 1467-8616.Lewis Lockwood, Journal of the

37、American Musicological Society , Vol. 43, No. 2 (Summer, 1990), pp. 376-382.Hall, B. 2009, One year later: The NET 911 Act of 2008, Law Enforcement Technology, vol. 36, no. 7, pp. 70-75.Schein, Edgar H. 2004, Organizational Culture and Leadership, e-book.Adler, Nancy J. International dimensions of o

38、rganizational behavior / Nancy J. Adler. Cincinnati, Ohio : South-Western College, 2002.John Wiley, Cross-cultural comparison of organizational media evaluation and choice, Journal of Communication, 1998, pp. 1460-2466.Ma, E.J. 2010, A cross-culture study on the motivational mechanism of hotel emplo

39、yees organizational citizenship behavior, Oklahoma State University.Chazottes, E. 2001, International training: Its smart business, Area Development Site and Facility Planning, vol. 36, no. 8, pp. 83-83.Brooke R. Envick, Margaret Langford, Zaida L. Martinez, International Training and Development, L

40、atin American Business Review Vol. 3, Iss. 2, 2008Kanellopoulos, C. International Comparisons in Management Training and Development. Human Resource Development, v4 n4 p22-25 1980.Kaeter, M. 1995, International development, Training, vol. 32, no. 5, pp. S23-S23.Kondro, W 2010, International training

41、., CMAJ: Canadian Medical Association Journal, 182, 13, pp. E670-E671, Health Source: Nursing/Academic Edition, EBSCOhost, viewed 25 March 2012.Kelly Blessinger, Human Resource Management in Todays Academic Library: Meeting Challenges and Creating Opportunities by Janice SimmonsWelburn; Beth McNeil

42、, Vol. 75, No. 2 (April 2005), pp. 224-228.Human Resource Management, 2006, Emerald Management Reviews, vol. 35, no. 1, pp. 27-50.Helen De Cieri, Julie Wolfram Cox, Marilyn Fenwick (2007) A review of international human resource management: Integration, interrogation, imitation, International Journal of Management Reviews, Vol.9 No.4