LectureTwoEnvironmentofHRM

1、Prof. Shuming ZhaoProf. Shuming ZhaouWhat is the development of international business?uWhat is the impact of the environment on HRMuWhat is the influences of legal environment upon HRM?uWhat organizational factors affect HR activities? uWhat are global HRM strategies?Prof. Shuming ZhaoProf. Shuming

2、 ZhaoStages:uForeign TradeuSales SubsidiaryuInternational DivisionuMultinational Enterprise (MNE)uGlobalizationuAlliances, Partnerships, and ConsortiaProf. Shuming ZhaoExternal Environment:u the labor forceulegal considerationsusocietyuunionushareholders,ucompetitionucustomersutechnologyuthe economy

3、Prof. Shuming ZhaouNAFTA, EU, APECu9.11 Terrorist AttackuSARSuRecent Bird FluuMarket Economic SystemuGlobal VillageuLabor Migration uLiving Standards and PovertyuEnvironment ProtectionProf. Shuming ZhaouTechnology: Supersonic Airplane, Sonys Wireless board）uInformation Technology: Telegram, Telex, F

4、ax, Internet uBiotech: bioinformaticsuEnergy Technology: Electric CarProf. Shuming ZhaouKnowledge Economy vs Traditional Economy: knowledge and Innovation uCompetition for Source, Market, and TimeuCorporate Strategy: CostDifferentiation uVirtual OrganizationuCapital vs. Human CapitaluTraining and Ca

5、reer DevelopmentProf. Shuming Zhao4Super firms sell Standards4First class firms sell Brand4Second class firms sell Technology4Third class sell Products4Fourth class firms sell laborProf. Shuming ZhaoInternal Environment:uoperationsumarketingufinanceuR&DuAccountingProf. Shuming ZhaoExternal Analy

6、sisOpportunitiesThreatsInternal AnalysisStrengthsWeaknessStrategic ChoiceMissionGoalsProf. Shuming ZhaouAge DiscriminationuReligious DiscriminationuRacial DiscriminationuSexual DiscriminationuSexual Harassment Prof. Shuming ZhaouExport departmentuSales SubsidiaryuInternational DivisionuGlobal Produc

7、t DivisionuGlobal Area Divisionuthe MatrixuBeyond the MatrixuU.S., European, and Japanese Structural ChangesuControl Mechanisms in the Networked MNCuLinking Operation Mode and HRMuDeterminants of IHRM Approaches and ActivitiesProf. Shuming ZhaoProf. Shuming Zhaouageufunctional specialtyuprofessionus

8、exual orientationugeographic originulifestyleutenure with organization or positionProf. Shuming ZhaoDefinitionua way of life shared by members of some social groupuOlder members of the group pass to younger onesushapes behavior and structures perception of the worldProf. Shuming ZhaoCulture.Prof. Sh

9、uming ZhaouThinking (ideas): values, beliefs, myths, and folkloreuDoing (norms): laws, status, customs, regulations, ceremonies, fashions, and etiquetteuLiving (materials): food, clothing, natural resources, tools, etc. Prof. Shuming Zhaoureligionueducationueconomicsupoliticsufamilyuclass structureu

10、languageuhistoryunatural resources/ geographyProf. Shuming ZhaoProf. Shuming ZhaouCorporate cultureuEthnic cultureuRegional cultureuNational cultureuGlobal cultureProf. Shuming ZhaouThe issue of diversity is one reality of being globally competitive. uThe challenge of managers in the coming decades

11、will be to recognize that people with common, but difference characteristics from the mainstream, often think differently, act differently, learn differently, and communicate differently. Because every person, culture, and business situation is unique, there are no simple rules for managing diversit

12、y.Prof. Shuming Zhao We should all need to develop patience, open-mindedness, acceptance, and cultural awareness. Only such measures can productivity be maximized.Prof. Shuming Zhaousingle parent and working motherudual-career couplesuworkers of coloruolder workersupeople with disabilitiesuimmigrant

13、suyoung persons with limited education or skillueducational level of employeesProf. Shuming ZhaouStage of internationalizationuMode of operation used in the various foreign marketsuMethod of control and coordinationuStrategic importance of the overseas operations to total corporate profitabilityProf

14、. Shuming ZhaoProduct StrategyTypes ofInformationOrganizationalStructureReward SystemsSelection,Training, and Developmentof PeopleTask DesignPerformanceProf. Shuming ZhaoDimension of HRM PracticesManaging The HumanResourceEnvironment Acquiringand PreparingHumanResources Assessmentand Developmentof H

15、uman ResourceCompensatingHumanResourcesCompetitivenessProf. Shuming ZhaoBusiness CompetenceProfessionaland TechnicalKnowledgeHR ProfessionalIntegrationCompetenceAbility to Manage ChangeProf. Shuming Zhao Global HRM: The use of global human resources to achieve organizational objectives without regar

16、d to geographic boundaries. Five functional areas associated with effective global HRM:uGlobal HR planning, recruitment, and selectionuGlobal training and developmentuGlobal compensation and benefitsuGlobal safety and health, anduGlobal employee and labor relationsProf. Shuming ZhaouA Global organiz

17、ation must have qualified individuals in specific jobs at specific places and times to accomplished its goals. This process involves obtaining such people globally through HR planing, recruitment, and selection.uGlobal employees can be selected from three different areas including expatriates from p

18、arent-country nationals, host-country nationals, and the third country nationals. (Mercedes-Benz was able to select the most qualified 900 employees from the 45, 000-applicant pool.)Prof. Shuming ZhaouGlobal training and development is needed because people, jobs, and organizations are often quite d

19、ifferent globally from the way they are domestically. The training and development process should start as soon as the workforce is selected, even before beginning global operations if possible. (Mercedes-Benz in the States sent 165 early hires to Germany for their training. After receiving their tr

20、aining, these individuals, along with 70 Germans, conducted employee training in the States.) u Large-scale training and development programs are essential for most global relocations.Prof. Shuming ZhaouThe main reason that organizations relocate to other areas of the world is probably the high wage

21、 pressures that threaten their ability to compete on a global basis. Wage pressures and union inflexibility in Germany were the primary reason. (Mercedes-Benz went global to avoid paying $30 an hour in Germany. Mercedes-Benz paid $13-$18 an hour in Alabama.)uCompensation levels are usually much lowe

22、r globally.uVarious in laws, living costs, tax policies, and other factors all must be considered when a company is established global compensation packages.Prof. Shuming ZhaouSafety and health laws and regulations vary greatly from country to country. uWorkplace safety varies significantly among di

23、fferent countries.uHealth care facilities across the globe show wide diversity in their state of modernization.uFirms not only consider safety and health plans, but also have disaster plans for evacuating expatriates if natural disasters, civil conflicts, or wars occur.Prof. Shuming ZhaoThe rate of

24、unionism:uU.S., 14.5%; Sweden, 96%; U.K., 50%;uGermany, 43%; Canada, 36%; and Japan & France, 28% Although the rates appear impressive compared with the States, unions in theses countries are generally less adversarial with management and less focused on wage gains, globalization is a major thre

25、at to wage gains worldwide. Prof. Shuming ZhaouHuman resource policies and practices must be geared to deal with the global differences in collective bargaining.uThe strength and nature of unions differ from country to country. Some countries, like Germany, even require firms to have union or worker representatives on their boards of directors. This practice is very common in European countries.Prof. Shuming ZhaouThe U.S. Civil Rights Act (1964): An employer cannot discriminate on the basis of race, color, religion, sex, or nation origin with respect to employmentuChinas Labor Law (1995)Prof.