全球性人力资源管理.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,获取竞争优势的人力资源管理 之九,Human resource management,Gaining a competitive advantage,International 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 Human 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,The environment is forcing managers 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。,Firms 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,）,.,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 Kingdom,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,（北美自由贸易区,）,.,Mexico,Canada,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 increasing living standards for all three countries.,Asia Pacific Economic Cooperation,（亚太经济贸易区）,1.2 Defining International Human Resource Management,全球性人力资源管理的定义,An 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。,The 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,The three national 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,The 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,More functions and activities,更多的职能和活动,Broader perspective,更广泛的视野,More involvement in employees personal lives,更多参与员工个人生活,Changes in emphasis as the workforce mix of expatriates and local varies,劳动力多元化的改变,Risk exposure,风险性,More 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,International compensation and taxation,员工,薪资报酬和税收补贴管理费用,International relocation and orientation,外派人员的重新安置和上岗,Administrative services for expatriates,对外派人员的行政管理,Host government relations,和东道国政府的关系,Language 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,culture,Education,Human capital,Human Resource,Management,Economic,institution,Politic and law,institutions,2.1The Definition of Culture,文化的定义,Hosted,: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,Values of the five indices for deferent countries,五个文化维度,：,Power distance,权利差距,Individualism-collectivism,个人主义集体主义,Masculinity-femininity,雄性雌性,Uncertainty avoidance,风险规避,Long-term short-term orientation,长期短期取向性,Power distance,individualism,masculinity,uncertainty,Long-term orientation,USA,40L,91H,62H,46L,29L,GER,35L,67H,66H,65M,31M,JPN,54M,45M,95H,92H,80H,FRA,68H,71H,43M,86H,30L,NET,38L,80H,14L,53M,44M,HOK,68H,25L,57H,29L,96H,IDO,78H,14L,46M,48L,25L,CHI,80H*,20L*,50M,60M*,118H,2.2 The important of cultural awareness,文化意识的重要性,Ignorance 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。,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。,More creative and effective ways of management may be developed as a 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,domestic,international,global,multinational,Headquarter,Headquarter,Headquarter,Headquarter,division,division,division,division,division,3.1 From domestic HRM to international HRM,企业人力资源管理国际化过程,Product,market,technology,Domestic,HRM,Management,Riskuncertainty,Information asymmetry,Cultural diversity,Geographic dispersion,Organization,International,HRM,Social,cultural,Legal,political,environment,3.2 Evolution and Growth of International business,国际企业的成长战略特征,International,Business,企业成长,Organizational,Structure,组织结构,Staffing,Policies,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,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,Identifying top management potential early,尽早发现高层管理人员的潜能,Identifying success factors for the future international manager,识别未来国际企业管理人员的成功因素,Maintaining commitments to individuals in international career paths,承诺职业生涯发展,Tying strategic business planning to human resource planning,人力资源战略和企业战略的结合,Providing 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,The ethnocentric approach,母国中心方式,The polycentric approach,多中心方式,The geocentric approach,全球化方式,The re-geocentric approach,地区总部方式,4.3 selection managers:pros and cons,管理人员选拔分析,parent-country nationals Advantages,Organizational 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 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,disadvantages,The 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,Advantage:,Salary and benefits requirements may be lower than for PCNs,工资和福利要低于母公司人员,TCNs may be better informal than PCNs about host-country environment,比母公司人员更好的适应当地情况,Disadvantage:,Transfers must consider possible national animosities,必须考虑国家间的民族矛盾,The host government may resent hiring of TCNs,当地政府不愿意雇佣第三国人员,TCNs 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,Advantage:,Language and other barriers are eliminated,可消除语言和其他障碍,Hiring costs are reduced,雇佣成本可降低,Continuity of management improves since ECNs stay longer in positions,因任职长而改善管理技能,Government policy may dictate hiring of HCHs,有利于雇佣的政府政策,Morale among HCNs may improves they see as the career potentials,因职业晋升而士气高昂Disadvantage,Control and coordination of HQ may be impeded,总部的控制和合作可能受到阻碍,HCNs have limited career opportunity outside the subsidiary,限制了东道国人员向外发展机遇,Hiring HCNs limed opportunity for PCNs to gain overseas experience,限制了母公司人员海外工作的经验,Hiring HCNs could encourage a federation of national rather than global units,忽视了公司全球利益。,5 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,Inability of spouse to adjust,配偶没有适应能力,Manager,s inability to adjust,管理者本人没有适应力,Other family reasons,其他家庭原因,Manager,s personal and emotional maturity,个性和感情不成熟,Inability to cope with larger overseas responsibility,没有管理海外大型企业的能力,Lack of technical competence,缺乏技术竞争力,5.2 the traits of expatriate success,成功外派人员的特征,Technical ability,技术能力,Managerial skills,管理能力,Cultural empathy,文化移情,Adaptability,适应性,Diplomacy,有外交才能,Language ability,语言能力,Positive attitude,积极的态度,Emotional stability and maturity,情感稳定成熟,Adaptability of family,家庭成员的适应性,5.3 selection HCNs and TCNs,挑选东道国人员和第三国人员,The 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。,More 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 the international manager,国际企业管理人员特征,%,Strategic awareness,战略意识,71,adaptability in new situations,新形势的适应性,67,Sensitivity to different cultures,不同文化的敏感性,60,Ability to work in international teams,有在国际化团队工作的能力,50,Language skills,语言技能,46,Understanding international marketing,理解国际市场能力,46,Relationship skills,人际交往能力,40,International negotiation skills,国际谈判能力,38,Self-reliance,有自信心,27,High task orientation,以完成任务为导向,19,Open non-judgmental personality,开放的个性,19,Understanding international finance,理解国际金融,13,Awareness of own cultural background,对自身文化背景的理解,2,