国际企业管理9课件

1、International Business 7eby Charles W.L. HillMcGraw-Hill/Irwin Copyright 2009 by The McGraw-Hill Companies, Inc. All rights reserved.Chapter 18 Global Human Resource（人力资源） Management燕山大学经管学院工商管理系2010年春季学期Opening Case: 联想你如何评价联想收购后的人力资源政策？联想为什么任命美国人为CEO，为什么将总部迁往美国？Learning objectivesArticulate the st

2、rategic role of human resource management in the international business.Discuss the pros and cons of different approaches to staffing policy in the international business.Explain why managers may fail to thrive in foreign postings.Articulate how management development and training programs can incre

3、ase the value of human capital in the international business firm.Explain how and why performance appraisal systems might vary across nations.Explain how and why compensation systems might vary across nations.IntroductionHuman resource management (HRM) （人力资源管理）refers to the activities an organizatio

4、n carries out to utilize its human resources effectively These activities include:determining the firms human resource strategystaffing （人员配备）performance evaluation (绩效评估）management development （管理发展）Compensation （薪酬）labor relations （劳工关系）The Strategic Role Of International HRMFirms need to ensure t

5、here is a fit between their human resources practices and strategyIn order to carry out a strategy effectively, employees need the right training, an appropriate compensation package, and a good performance appraisal systemThe Strategic Role Of International HRMFigure 18.1: The Role of Human Resourc

6、es in Shaping Organizational ArchitectureTypes Of Staffing PolicyThere are three main approaches to staffing policy within international businesses:1. the ethnocentric approach （以母国为中心）2. the polycentric approach （以多国为中心）3. the geocentric approach （以全球为中心）Classroom Performance SystemThe three types

7、of staffing approaches for international firms include all of the following except a) Transnationalb) Ethnocentricc) Geocentricd) Polycentric Types Of Staffing Policy1. The ethnocentric approach to staffing policy fills key management positions with parent-country nationalsIt makes sense for firms w

8、ith an international strategy Firms that pursue an ethnocentric policy believe that:there is a lack of qualified individuals in the host country to fill senior management positionsit is the best way to maintain a unified corporate culturevalue can be created by transferring core competencies to a fo

9、reign operation via parent country nationalsTypes Of Staffing Policy2. The polycentric staffing policy recruits host country nationals to manage subsidiaries in their own country, and parent country nationals for positions at headquartersIt makes sense for firms pursuing a localization strategyThe p

10、olycentric approach:can minimize cultural myopiamay be less expensive to implement than an ethnocentric policyTypes Of Staffing PolicyThere are two disadvantages to the polycentric approach: host country nationals have limited opportunities to gain experience outside their own country and thus canno

11、t progress beyond senior positions in their own subsidiaries.a gap can form between host country managers and parent country managersTypes Of Staffing PolicyThe geocentric approach:enables the firm to make the best use of its human resourcesbuilds a cadre of international executives who feel at home

12、 working in a number of different culturescan be limited by immigration laws is costly to implementTypes Of Staffing PolicyTable 18.1: Comparison of Staffing ApproachesClassroom Performance SystemFirms using _ fill all key management positions with parent-country nationals. An ethnocentric staffing

13、policy A geocentric staffing policy A polycentric staffing policy A transcentric staffing policy Classroom Performance SystemWhen a firm wants to pursue a transnational strategy, a _ approach to staffing makes sense. a) Ethnocentric b) Geocentric c) Polycentric d) TranscentricExpatriate ManagersExpa

14、triate failure is the premature return of an expatriate manager to his or her home countryBetween 16 and 40 percent of all American expatriates in developed countries fail to complete their assignments, and almost 70 percent of Americans assigned to developing countries return home earlyEach expatri

15、ate failure can cost between $250,000 and $1 millionExpatriate ManagersTable 18.2: Expatriate Failure Rates Expatriate ManagersFor European firms, only one reason was found to consistently explain expatriate failure: the inability of the managers spouse to adjust to a new environmentFor Japanese fir

16、ms, the reasons for failure are:the inability to cope with larger overseas responsibilitydifficulties with the new environmentpersonal or emotional problemsa lack of technical competencethe inability of spouse to adjust Classroom Performance SystemThe most common reason for expatriate failure is a)

17、The managers inability to adjust b) The managers emotional or personal maturity c) The inability of the spouse to adjust d) The managers lack of technical competenceClassroom Performance SystemWhich of the following does not help predict success in a foreign positing? a) Others-orientation b) Cultur

18、al toughness c) Perceptual ability d) Technical expertiseThe Global MindsetA global mindset may be the fundamental attribute of a global managerA global mindset is often acquired early in life from a family that is bicultural, lives in foreign countries, or learns foreign languages as a regular part

19、 of family life Training And Management DevelopmentTraining focuses upon preparing the manager for a specific jobManagement development is concerned with developing the skills of the manager over his or her career with the firmHistorically, most firms focus more on training than on management develo

20、pment Training For Expatriate Managers Cultural training (seeks to foster an appreciation for the host countrys culture), language training (an exclusive reliance on English diminishes an expatriate managers ability to interact with host country nationals), and practical training (helps the expatria

21、te manager and her family ease themselves into day-to-day life in the host country) have all help reduce expatriate failureYet, according to one study only about 30 percent of managers sent on one- to five-year expatriate assignments received training before their departure Repatriation Of Expatriat

22、es Preparing and developing expatriate managers for reentry into their home country organization is an important part of training and developmentHRM needs to develop good programs for re-integrating expatriates back into work life within their home country organization once their foreign assignment

23、is over, and for utilizing the knowledge they acquired while abroadManagement Development And StrategyManagement development programs increase the overall skill levels of managers by: ongoing management educationrotations of managers through jobs within the firm to give them varied experiencesManage

24、ment development is often used as a strategic tool to build a strong unifying culture and informal management network, both of which are supportive of a transnational and global strategyPerformance AppraisalPerformance appraisal systems are part of the firms control systemEvaluating expatriates can

25、be especially complex Performance Appraisal ProblemsTypically, both host nation managers and home office managers evaluate the performance of expatriate managersBoth types of managers are subject to unintentional biasHome country managers tend to rely on hard data when evaluating expatriates, while

26、host country managers can be biased towards their own frame of referenceGuidelines For Performance AppraisalTo reduce bias in performance appraisal:most expatriates believe more weight should be given to an on-site managers appraisal than to an off-site managers appraisala former expatriate who has

27、served in the same location could be involved in the appraisal process to help reduce biaswhen foreign on-site mangers write performance evaluations, home office managers should be consulted before an on-site manager completes a formal termination evaluationCompensationFirms face two key issues on c

28、ompensation:1. how to adjust compensation to reflect differences in economic circumstances and compensation practices2. how to pay expatriate managersNational Differences In CompensationThere are substantial differences in executive compensation across countriesIn the U.S., a top HR executive made a

29、n average of $525,923 in the 2005-2006 period, compared to $237,697 in Japan, and just $158,146 in TaiwanFirms have to decide whether to pay executives in different countries according to the prevailing standards in each country, or equalize pay on a global basisThe is an especially challenging issu

30、e in firms with geocentric staffing policiesMany firms have recently moved toward a compensation structure that is based on global standards Expatriate PayMost firms use the balance sheet approach to pay This equalizes purchasing power across countries so employees have the same living standard in t

31、heir foreign posting as at homeAn expatriates compensation package is made up of: 1. base salary2. a foreign service premium3. various allowances4. tax differentials5. benefitsExpatriate Pay1. Base SalaryAn expatriates base salary is normally in the same range as the base salary for a similar positi

32、on in the home countryBase salary can be paid wither in the home currency or in the local currency2. Foreign Service PremiumA foreign service premium is extra pay the expatriate receives for working outside his or her country of originIt is generally offered as an incentive to accept foreign assignm

33、entsExpatriate Pay3. AllowancesExpatriate compensation package often include : hardship allowanceshousing allowancescost-of-living allowanceseducation allowancesExpatriate Pay4. TaxationThe expatriate may have to pay income tax to both the home country and the host-country governments if the host co

34、untry does not have a reciprocal tax treaty with the expatriates home country 5. BenefitsMany firms provide the same level of medical and pension benefits abroad that they received at homeInternational Labor RelationsThe key issue in international labor relations is the degree to which organized lab

35、or is able to limit the choices available to an international businessA firms ability to pursue a transnational or global strategy can be significantly constrained by the actions of labor unions HRM needs to foster harmony and minimize conflict between the firm and organized laborThe Concerns Of Org

36、anized LaborThe bargaining power of unions comes from their ability to threaten to disrupt production by striking or protestingHowever, organized labor is concerned that: multinationals can counter union bargaining power by threatening to move production to another countrymultinationals will farm out only low-skilled jobs to foreign plants making it easier to switch production locations multinationals will import employment practices and contractual agreements from their home countries and reduce the influence of uni