跨文化管理英文课件：ch4 International Human Resource Management

1、Chapter 4 International Human Resource ManagementnHRMnHuman resource management (HRM, or simply HR) is the process of hiring and developing employees so that they become more valuable to the organization.n It is responsible for the attraction, selection, training, assessment, and rewarding of employ

2、ees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. ? HRM IHRM First, the employees of multinational organizations include a mixture of workers of different nationalities. Second, multinational managers must decide how necessary i

3、t is to adapt the companys HRM policies to the national cultures, business cultures, and social institutions where the company is doing business.Types of employees in international organizationsn1. PCNAdvantages: technology, expertise, policy, culture, communicationDisadvantages: unfamiliar, cost, d

4、rain 2. HCNnAdvantages: familiar, local needs, local talent, fresh blood, relations, supportDisadvantages: training cost, communication, out of control n 3.TCNnAdvantages: technology, expertise, fresh blood， global philosophy Disadvantages: unfamiliar, cultural differences, communication, training c

5、ost, out of control4. Inpatriates Advantages: technology, expertise, fresh blood, global philosophy, relieve labour shortageDisadvantages: unfamiliar, cultural differences, communication, training cost Percent of survey respondentsThe Human Resource Management ProcessThe Major Functions of IHRM I. R

6、ecruitment and SelectionFactors determining the choice * Availability of managers* Quality of the talent pool ( competence, market, technical)* Corporate objectives (control, management development, corporate citizenship)* Cost* Environmental constrains ( legal, cultural, economic)Criteria for selec

7、ting overseas managers Steps in the Recruiting ProcessnJobs OpennApplicant Characteristics IdentifiednRecruitment Strategies AppliednApplication ReceivedRecruitment StrategiesnWalk-ins or unsolicited applications.nAdvertisements placed in newspapers or on the Internet.nCompany Web site job posting.n

8、Internal job posting.nPublic and private personnel agencies.nPlacement services of educational institutions.nCurrent employee recommendationMost Effective Recruiting Sources for U.S.CompaniesRecruitment Differences U.S.: Newspaper Source Korea: Backdoor U.S.: Skills Criterion Korea: Relationship U.S

9、.: senior peoplePreference Korea: GraduatesTypical Steps in U.S. Personnel Selection Selection Differences U.S.: Individual achievementsFocuses Korea: Trustworthiness, reliability, loyalty II. Training and DevelopmentCompanies Offering Cultural Training Expatriate Failure RatesnU.S.companies: 10%-20

10、%nWestern European companies: 5%nJapanese companies: 5%Culture Shock Culture shock is the personal disorientation a person may feel when experiencing an unfamiliar way of life due to immigration or a visit to a new country, or to a move between social environments. Euphoria Irritation Adjustment (Fa

11、ilure) BlendingCross-Cultural Training Training RigorTraining Systems around the WorldSkills Taught by U.S. OrganizationCharacteristics of Training and Development in JapannFocus on personal qualificationnTraining by moving between departmentsnConsider the training and development as an investment f

12、or the well-being of the companynEmphasize “spiritual” education nEmphasize long-term developmentCharacteristics of Training and Development in AmericanFocus on technical qualificationnSeldomnA individual investmentnSkill training nShort-termnIII Performance Evaluation Performance EvaluationObject o

13、f EvaluationnU.S.: Individual behaviornCollectivism: Individual personalityAttitude to the Evaluation FeedbackU.S.: Provide necessary information compensation；improvementCollectivism: Avoid direct feedback on fileIV.CompensationThe compensation of the manager overseas Base salaryCompensation Benefit

14、s Allowances Incentives Taxes Typical Expatriate RemunerationDifferences in Compensation1.Basis of compensation U.S.: Merit, achievement Japan: Qualification2.Income gap: U.S.: Large （1982:42；1992:201；2012:354） Japan:Small (17) Europe:Medium(21)Income gap in China annual salary(yuan)2011年01月11日10:31

15、 来源：南方日报 操作级高管上海23273702198北京21695695078深圳21105645663广州19659603659杭州16934550848天津16021482954Income gap in China n2013年，总经理与专员薪酬水平相差17倍，金融行业差近100倍。3. The proportion of floating wage U.S.: 87% Europe: 71% Japan: 45%4. Compensation level and structureCompensation for a Vice President of Human Resources

16、CEO pay levels and structures 2009-2010,Japanese senior managers: basic salary(66.3%)+bonus(13.9%) +options(7.3%)+retiring benefit(6.8%) 2005,Top 7 American CEO compensation: options(82.06%)nV.Labor relationshipLabor Participation In Management1. Labor participation in decision making. (Self-managem

17、ent, Codetermination, Minority board membership, Work council) 2.Improvement of quality of work life (Work redesign programs, team building, quality circle, work scheduling, Flextime) Challenges for Labor Unions nThe power of the firm to move production from one country to another.nThe availability

18、of data.nInsufficient attention to local issues and problems.nDifficulty in being heard by those who eventually make the decisions.U.S.A. Japan BritishGermany Labor relationship Confrontational CooperativeConfrontational Cooperative Cooperative Balance of force closeStrong management Powerful union Po