获取竞争优势的人力资源管理之九

获取竞争优势的人力资源管理之九HumanresourcemanagementGainingacompetitiveadvantageInternationalhumanresourcemanagement全球性人力资源管理Whenyoufinishthechapter,youshould1,Explainthedefinitionofinternationalhumanresourcemanagement解释全球性人力资源管理的定义2.discusstheTheFactorsThatImpacttheInternationalHumanResourceManagement讨论影响国际企业人力资源管理的因素3explaintheprocessFromdomesticHRMtointernationalHRM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4indicateExecutivenationalitystaffingpolicies指出国际企业高层管理人员的人事政策1.Theglobalizationofbusiness企业全球化1.1TheOverviewofGlobalization全球化的概念Theenvironmentisforcingmanagerstoseekgainacompetitiveadvantageforglobalization---theglobalmarketsandcheaplaborforce.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。Firmsarebeginningtorecognizethatfindingandnurturingthehumanresourcerequiredtoimplementaninternationalstrategyisofcriticalimportance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•EuropeanUnion（欧盟）.ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andSweden.Asasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUisthelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.•NorthAmericanFreeTradeAgreement（北美自由贸易区）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomesticproductof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingrequirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmentandincreasinglivingstandardsforallthreecountries.•AsiaPacificEconomicCooperation（亚太经济贸易区）1.2DefiningInternationalHumanResourceManagement全球性人力资源管理的定义Anorganizationeffectivelyutilizeitshumanresourceintheinternationalenterprisesandcross-cultureenvironment在国际企业和跨文化环境里对人力资源进行的管理。Thethreebroadhumanresourcefunctionsofprocurement,allocation,andutilization三种人力资源管理功能：获得，安置，利用Thethreenationalcategorieshumanresourcemanagementactivities三种人力资源管理活动范畴：东道国，母国，第三国Thethreetypesofemployeesofaninternationalenterprise:host-countrynational(HCNs),parent-countrynational(PCNs),third-countrynational(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Morefunctionsandactivities更多的职能和活动Broaderperspective更广泛的视野Moreinvolvementinemployees’personallives更多参与员工个人生活Changesinemphasisastheworkforcemixofexpatriatesandlocalvaries劳动力多元化的改变Riskexposure风险性Moreexternalinfluences更多的外部影响1.4MoreFunctionsandActivities国际企业人力资源管理的重要职能Internationalcompensationandtaxation员工薪资报酬和税收补贴管理费用Internationalrelocationandorientation外派人员的重新安置和上岗Administrativeservicesforexpatriates对外派人员的行政管理Hostgovernmentrelations和东道国政府的关系Languagetranslationservices语言进修服务2.TheFactorsThatImpacttheInternationalHumanResourceManagement影响全球性人力资源管理的因素cultureEducationHumancapitalHumanResourceManagementEconomicinstitutionPoliticandlawinstitutions2.1TheDefinitionofCulture文化的定义Hosted:thecollectiveimportantprogrammingofthemindwhichdistinguishesthemembersofonehumangroupfromanother.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Valuesofthefiveindicesfordeferentcountries五个文化维度：Powerdistance权利差距Individualism-collectivism个人主义集体主义Masculinity-femininity雄性雌性Uncertaintyavoidance风险规避Long-termshort-termorientation长期短期取向性PowerdistanceindividualismmasculinityuncertaintyLong-termorientationUSA40L91H62H46L29LGER35L67H66H65M31MJPN54M45M95H92H80HFRA68H71H43M86H30LNET38L80H14L53M44MHOK68H25L57H29L96HIDO78H14L46M48L25LCHI80H**20L*50M60M*118H2.2Theimportantofculturalawareness文化意识的重要性Ignoranceculturalawarenessnotonlyareinappropriatebutoftencauseinternationalbusinessfailure.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。Adjustingtoanewculturalenvironmentcancausemanyproblems。Andcopingwithculturaldifferencesandrecognizinghowandwhendifferencesarerelevantisaconstantchallengefortheinternationalmanagers.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。Morecreativeandeffectivewaysofmanagementmaybedevelopedasaresultofcross-culturallearning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domesticinternationalglobalmultinationalHeadquarterHeadquarterHeadquarterHeadquarterdivisiondivisiondivisiondivisiondivision3.1FromdomesticHRMtointernationalHRM企业人力资源管理国际化过程Product,market,technologyDomesticHRMManagementRisk,uncertainty,InformationasymmetryCulturaldiversityGeographicdispersionOrganizationInternationalHRMSocial,culturalLegal,politicalenvironment3.2EvolutionandGrowthofInternationalbusiness国际企业的成长战略特征InternationalBusiness企业成长OrganizationalStructure组织结构StaffingPolicies员工政策Productinnovationsandgrowththroughdiversification多元化带来的产品创新Product/areabasesforstructuringoforganization产品和地区的事业部制Home-countryofthird-countrynationalsincharge母国和第三国人员负责管理Questforglobalrationalization寻求生产服务全球化的合理布局Oviduct/areabasesforstructuringmatrixtypeorganization矩阵式结构Host-countrynationalincharge东道国人员负责管理4theexpandingroleofHRM企业成长战略中高层管理人员的管理Identifyingtopmanagementpotentialearly尽早发现高层管理人员的潜能Identifyingsuccessfactorsforthefutureinternationalmanager识别未来国际企业管理人员的成功因素Maintainingcommitmentstoindividualsininternationalcaree