获取竞争优势的人力资源管理之九.pptx

《获取竞争优势的人力资源管理之九.pptx》由会员分享，可在线阅读，更多相关《获取竞争优势的人力资源管理之九.pptx（27页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、获取竞争优势的人力资源管理 之九Human resource managementGaining a competitive advantageInternational human resource management全球性人力资源管理When you finish the chapter,you should 1,Explain the definition of international human resource management 解释全球性人力资源管理的定义2.discuss the The Factors That Impact the International Hum

2、an Resource Management 讨论影响国际企业人力资源管理的因素3 explain the process From domestic HRM to international HRM 解释从国内人力资源管理到国际企业人力资源管理的过程4 indicate Executive nationality staffing policies 指出国际企业高层管理人员的人事政策1.The globalization of business企业全球化1.1 The Overview of Globalization全球化的概念nThe environment is forcing man

3、agers to seek gain a competitive advantage for globalization-the global markets and cheap labor force.企业的竞争环境迫使其向全球化方向发展，拥有全球性的市场以及劳动力资源。nFirms are beginning to recognize that finding and nurturing the human resource required to implement an international strategy is of critical importance企业已经认识到获得并

4、培养充分的人力资源对实现全球化战略的重要意义 European Union（欧盟（欧盟）.ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andSweden.A

5、sasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUisthelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.North American Free Trade Agreement（北美自由贸易区（北美自由贸易区）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomestic

6、productof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingrequirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmentandincreasinglivingstandardsforallthreecountries.Asia Pacific Economic Cooperation（亚太经济贸易区）（亚太经济贸易区）1.2 Defining International H

7、uman Resource Management 全球性人力资源管理的定义nAn organization effectively utilize its human resource in the international enterprises and cross-culture environment在国际企业和跨文化环境里对人力资源进行的管理。nThe three broad human resource functions of procurement,allocation,and utilization 三种人力资源管理功能：获得，安置，利用nThe three national

8、 categories human resource management activities 三种人力资源管理活动范畴：东道国，母国，第三国nThe three types of employees of an international enterprise:host-country national(HCNs),parent-country national(PCNs),third-country national(HCNs)三种国际企业人力资源来源：东道国人力资源，总公司派出人员，第三国人员1.3 国际企业人力资源管理的特征nMore functions and activities

9、更多的职能和活动nBroader perspective 更广泛的视野nMore involvement in employees personal lives更多参与员工个人生活nChanges in emphasis as the workforce mix of expatriates and local varies劳动力多元化的改变nRisk exposure 风险性nMore external influences 更多的外部影响1.4 More Functions and Activities国际企业人力资源管理的重要职能nInternational compensation a

10、nd taxation员工薪资报酬和税收补贴管理费用nInternational relocation and orientation外派人员的重新安置和上岗nAdministrative services for expatriates对外派人员的行政管理nHost government relations和东道国政府的关系nLanguage translation services语言进修服务2.The Factors That Impact the International Human Resource Management 影响全球性人力资源管理的因素cultureEducation

11、 Human capitalHuman ResourceManagement EconomicinstitutionPolitic and lawinstitutions2.1The Definition of Culture文化的定义nHosted:the collective important programming of the mind which distinguishes the members of one human group from another.将一个社会群体和另一个社会群体区别开的组织成员共有的重要假设nValues of the five indices for

12、 deferent countries五个文化维度：nPower distance权利差距nIndividualism-collectivism个人主义集体主义nMasculinity-femininity雄性雌性nUncertainty avoidance风险规避nLong-term short-term orientation长期短期取向性Power distanceindividualismmasculinityuncertaintyLong-term orientationUSA40L91H62H46L29LGER35L67H66H65M31MJPN54M45M95H92H80HFRA

13、68H71H43M86H30LNET38L80H14L53M44MHOK68H25L57H29L96HIDO78H14L46M48L25LCHI80H*20L*50M60M*118H2.2 The important of cultural awareness 文化意识的重要性nIgnorance cultural awareness not only are inappropriate but often cause international business failure.忽视文化意识，不仅仅是不合适宜，而且还会导致国际企业的失败。nAdjusting to a new cultura

14、l 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.在一个新的文化环境可能引起许多问题，如何适应不同的文化环境始终是跨国企业管理者要面对的挑战。nMore creative and effective ways of management may be developed as a

15、result of cross-cultural learning 通过跨文化学习可以开发出更有创造性，更有成效的管理方法。3.Internationalization 企业成长战略中的国际参与的不同层次domesticinternationalglobalmultinationalHeadquarterHeadquarterHeadquarterHeadquarterdivisiondivisiondivisiondivisiondivision3.1 From domestic HRM to international HRM 企业人力资源管理国际化过程Product,market,tec

16、hnologyDomesticHRMManagementRisk,uncertainty,Information asymmetryCultural diversityGeographic dispersionOrganizationInternationalHRMSocial,cultural Legal,politicalenvironment3.2 Evolution and Growth of International business国际企业的成长战略特征InternationalBusiness企业成长Organizational Structure组织结构Staffing Po

17、licies员工政策Product innovations and growth through diversification多元化带来的产品创新Product/area bases for structuring of organization产品和地区的事业部制Home-country of third-country nationals in charge母国和第三国人员负责管理Quest for global rationalization寻求生产服务全球化的合理布局Oviduct/area bases for structuring matrix type organization

18、矩阵式结构Host-country national in charge东道国人员负责管理4 the expanding role of HRM企业成长战略中高层管理人员的管理nIdentifying top management potential early尽早发现高层管理人员的潜能nIdentifying success factors for the future international manager识别未来国际企业管理人员的成功因素nMaintaining commitments to individuals in international career paths承诺职业生

19、涯发展nTying strategic business planning to human resource planning 人力资源战略和企业战略的结合nProviding assignment to ensure adequate international human resources.委任人高层管理员以保证国际企业充分的人力资源4.2 Executive nationality staffing policies国际企业高层管理人员的人事政策nThe ethnocentric approach母国中心方式nThe polycentric approach多中心方式nThe geo

20、centric approach全球化方式nThe re-geocentric approach地区总部方式4.3 selection managers:pros and cons 管理人员选拔分析(1)parent-country nationals AdvantagesOrganizational control and coordination is maintained and facilitated有利于保持组织控制和合作Promising managers are given international experience赋予管理者国际企业工作经验PCN are the best

21、 people for the job挑选最佳的工作人选Subsidiary will comply with objectives,policies,etc.分公司能执行总公司的目标和政策 parent-country nationals disadvantagesThe promotional opportunities of HCNs are limited 东道国人员晋升受到限制Adaptation to host country may take a long time花长时间适应当地情况PCNs may impose an inappropriate HQ style将母公司不适当

22、的管理风格带到分公司将母公司不适当的管理风格带到分公司Compensation for PCN and HCN may differ 母公司和分公司人员的薪资报酬有差异(2)Third country nationals advantage and disadvantage第三国人员nAdvantage:nSalary and benefits requirements may be lower than for PCNs工资和福利要低于母公司人员nTCNs may be better informal than PCNs about host-country environment比母公司人

23、员更好的适应当地情况nDisadvantage:nTransfers must consider possible national animosities必须考虑国家间的民族矛盾nThe host government may resent hiring of TCNs当地政府不愿意雇佣第三国人员nTCNs may not want to return to their own countries after assignment工作结束后不愿意返回本国（3）host-country nationals 聘请东道国管理人员的优点和缺点nAdvantage:nLanguage and othe

24、r barriers are eliminated可消除语言和其他障碍nHiring costs are reduced雇佣成本可降低 nContinuity of management improves since ECNs stay longer in positions因任职长而改善管理技能nGovernment policy may dictate hiring of HCHs有利于雇佣的政府政策nMorale among HCNs may improves they see as the career potentials因职业晋升而士气高昂nDisadvantagenControl

25、 and coordination of HQ may be impeded总部的控制和合作可能受到阻碍nHCNs have limited career opportunity outside the subsidiary限制了东道国人员向外发展机遇nHiring HCNs limed opportunity for PCNs to gain overseas experience 限制了母公司人员海外工作的经验nHiring HCNs could encourage a federation of national rather than global units 忽视了公司全球利益。5

26、Expatriate Management 外派人员的管理5.1 the reasons for failure外派人员不合格的原因nInability of spouse to adjust配偶没有适应能力nManagers inability to adjust管理者本人没有适应力nOther family reasons其他家庭原因nManagers personal and emotional maturity 个性和感情不成熟nInability to cope with larger overseas responsibility没有管理海外大型企业的能力nLack of tech

27、nical competence缺乏技术竞争力5.2 the traits of expatriate success成功外派人员的特征nTechnical ability 技术能力nManagerial skills管理能力nCultural empathy文化移情nAdaptability适应性nDiplomacy有外交才能nLanguage ability语言能力nPositive attitude积极的态度nEmotional stability and maturity情感稳定成熟nAdaptability of family家庭成员的适应性5.3 selection HCNs an

28、d TCNs挑选东道国人员和第三国人员nThe same general criteria PCNs apply to selecting HCNs and TCNs选拔东道国人员，第三国人员的要求大致和选拔母国人员一样。nMore training is usually needed as HCNs and TCNs lack detailed knowledge of the organization and its products or services.东道国和第三国人员主要缺乏有关企业的组织情况和提供的产品服务内容，需要进一步培训5.4 Key characteristics of

29、 the international manager国际企业管理人员特征%nStrategic awareness 战略意识 71nadaptability in new situations新形势的适应性 67nSensitivity to different cultures不同文化的敏感性 60nAbility to work in international teams 有在国际化团队工作的能力 50nLanguage skills 语言技能 46nUnderstanding international marketing 理解国际市场能力 46nRelationship skills 人际交往能力 40nInternational negotiation skills国际谈判能力 38nSelf-reliance有自信心 27nHigh task orientation以完成任务为导向 19nOpen non-judgmental personality开放的个性 19nUnderstanding international finance理解国际金融 13nAwareness of own cultural background对自身文化背景的理解 2