全球性人力资源管理课件

获取竞争优势的人力资源管理

之九HumanresourcemanagementGainingacompetitiveadvantage获取竞争优势的人力资源管理

Internationalhumanresourcemanagement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Internationalhumanresourcem1.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1.Theglobalizationofbusine

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）EuropeanUnion（欧盟）.Thesigni

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1.2DefiningInternationalHu全球性人力资源管理课件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1.3国际企业人力资源管理的特征Morefunction1.4MoreFunctionsandActivities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1.4MoreFunctionsandActivit2.TheFactorsThatImpacttheInternationalHumanResourceManagement

影响全球性人力资源管理的因素cultureEducationHumancapitalHumanResourceManagementEconomicinstitutionPoliticandlawinstitutions2.TheFactorsThatImpactthe2.1TheDefinitionofCulture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2.1TheDefinitionofCulture文化全球性人力资源管理课件PowerdistanceindividualismmasculinityuncertaintyLong-termorientationUSA40L91H62H46L29LGER35L67H66H65M31MJPN54M45M95H92H80HFRA68H71H43M86H30LNET38L80H14L53M44MHOK68H25L57H29L96HIDO78H14L46M48L25LCHI80H**20L*50M60M*118HPowerdistanceindividualismmas2.2Theimportantofculturalawareness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。2.2Theimportantofcultural3.Internationalization

企业成长战略中的国际参与的不同层次domesticinternationalglobalmultinationalHeadquarterHeadquarterHeadquarterHeadquarterdivisiondivisiondivisiondivisiondivision3.Internationalization

3.1FromdomesticHRMtointernationalHRM

企业人力资源管理国际化过程Product,market,technologyDomesticHRMManagementRisk,uncertainty,InformationasymmetryCulturaldiversityGeographicdispersionOrganizationInternationalHRMSocial,culturalLegal,politicalenvironment3.1FromdomesticHRMtointer3.2EvolutionandGrowthofInternationalbusiness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3.2EvolutionandGrowthofIn4theexpandingroleofHRM

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Maintainingcommitmentstoindividualsininternationalcareerpaths承诺职业生涯发展Tyingstrategicbusinessplanningtohumanresourceplanning人力资源战略和企业战略的结合Providingassignmenttoensureadequateinternationalhumanresources.委任人高层管理员以保证国际企业充分的人力资源4theexpandingroleofHRM

企业4.2Executivenationalitystaffingpolicies国际企业高层管理人员的人事政策Theethnocentricapproach母国中心方式Thepolycentricapproach多中心方式Thegeocentricapproach全球化方式There-geocentricapproach地区总部方式4.2Executivenationalitystaf4.3selectionmanagers:prosandcons管理人员选拔分析parent-countrynationalsAdvantagesOrganizationalcontrolandcoordinationismaintainedandfacilitated有利于保持组织控制和合作Promisingmanagersaregiveninternationalexperience赋予管理者国际企业工作经验PCNarethebestpeopleforthejob挑选最佳的工作人选Subsidiarywillcomplywithobjectives,policies,etc.分公司能执行总公司的目标和政策

parent-countrynationals

disadvantagesThepromotionalopportunitiesofHCNsarelimited

东道国人员晋升受到限制Adaptationtohostcountrymaytakealongtime花长时间适应当地情况PCNsmayimposeaninappropriateHQstyle将母公司不适当的管理风格带到分公司CompensationforPCNandHCNmaydiffer

母公司和分公司人员的薪资报酬有差异4.3selectionmanagers:prosan(2)Thirdcountrynationalsadvantageanddisadvantage第三国人员Advantage:SalaryandbenefitsrequirementsmaybelowerthanforPCNs工资和福利要低于母公司人员TCNsmaybebetterinformalthanPCNsabouthost-countryenvironment比母公司人员更好的适应当地情况Disadvantage:Transfersmustconsiderpossiblenationalanimosities必须考虑国家间的民族矛盾ThehostgovernmentmayresenthiringofTCNs当地政府不愿意雇佣第三国人员TCNsmaynotwanttoreturntotheirowncountriesafterassignment工作结束后不愿意返回本国(2)Thirdcountrynationalsad（3）host-countrynationals

聘请东道国管理人员的优点和缺点Advantage:Languageandotherbarriersareeliminated可消除语言和其他障碍Hiringcostsarereduced雇佣成本可降低ContinuityofmanagementimprovessinceECNsstaylongerinpositions因任职长而改善管理技能GovernmentpolicymaydictatehiringofHCHs有利于雇佣的政府政策MoraleamongHCNsmayimprovestheyseeasthecareerpotentials因职业晋升而士气高昂（3）host-countrynationals

DisadvantageControlandcoordinationofHQmaybeimpeded总部的控制和合作可能受到阻碍HCNshavelimitedcareeropportunityoutsidethesubsidiary限制了东道国人员向外发展机遇HiringHCNslimedopportunityforPCNstogainoverseasexperience

限制了母公司人员海外工作的经验HiringHCNscouldencourageafederationofnationalratherthanglobalunits

忽视了公司全球利益。Disadvantage5ExpatriateManagement

外派人员的管理5.1thereasonsforfailure外派人员不合格的原因Inabilityofspousetoadjust配偶没有适应能力Manager’sinabilitytoadjust管理者本人没有适应力Otherfamilyreasons其他家庭原因Manager’spersonalandemotionalmaturity

个性和感情不成熟Inabilitytocopewithlargeroverseasresponsibility没有管理海外大型企业的能力Lackoftechnicalcompetence缺乏技术竞争力5ExpatriateManagement

5.2thetraitsofexpatriatesuccess成功外派人员的特征Technicalability技术能力Managerialskills管理能力Culturalempathy文化移情Adaptability适应性Diplomacy有外交才能Languageability语言能力Positiveattitude积极的态度Emotionalstabilityandmaturity情感稳定成熟Adaptabilityoffamily家庭成员的适应性5.2thetraitsofexpatriates5.3selectionHCNsandTCNs

挑选东道国人员和第三国人员ThesamegeneralcriteriaPCNsapplytoselectingHCNsandTCNs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。MoretrainingisusuallyneededasHCNsandTCNslackdetailedknowledgeoftheorganizationanditsproductsorservices.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5.3selectionHCNsandTCNs

挑选5.4Keycharacteristicsoftheinternationalmanager国际企业管理人员特征%Strategicawareness战略意识

71adaptabilityinnewsituations新形势的适应性67Sensitivitytodifferentcultures不同文化的敏感性60Abilitytoworkininternationalteams

有在国际化团队工作的能力50Languageskills语言技能46Understandinginternationalmarketing

理解国际市场能力

465.4KeycharacteristicsoftheRelationshipskills人际交往能力

40Internationalnegotiationskills国际谈判能力38Self-reliance有自信心27Hightaskorientation以完成任务为导向19Opennon-judgmentalpersonality开放的个性19Understandinginternationalfinance理解国际金融13Awarenessofownculturalbackground对自身文化背景的理解2Relationshipskills人际交往能力获取竞争优势的人力资源管理

之九HumanresourcemanagementGainingacompetitiveadvantage获取竞争优势的人力资源管理

Internationalhumanresourcemanagement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Internationalhumanresourcem1.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1.Theglobalizationofbusine

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）EuropeanUnion（欧盟）.Thesigni

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1.2DefiningInternationalHu全球性人力资源管理课件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1.3国际企业人力资源管理的特征Morefunction1.4MoreFunctionsandActivities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1.4MoreFunctionsandActivit2.TheFactorsThatImpacttheInternationalHumanResourceManagement

影响全球性人力资源管理的因素cultureEducationHumancapitalHumanResourceManagementEconomicinstitutionPoliticandlawinstitutions2.TheFactorsThatImpactthe2.1TheDefinitionofCulture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2.1TheDefinitionofCulture文化全球性人力资源管理课件PowerdistanceindividualismmasculinityuncertaintyLong-termorientationUSA40L91H62H46L29LGER35L67H66H65M31MJPN54M45M95H92H80HFRA68H71H43M86H30LNET38L80H14L53M44MHOK68H25L57H29L96HIDO78H14L46M48L25LCHI80H**20L*50M60M*118HPowerdistanceindividualismmas2.2Theimportantofculturalawareness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。2.2Theimportantofcultural3.Internationalization

企业成长战略中的国际参与的不同层次domesticinternationalglobalmultinationalHeadquarterHeadquarterHeadquarterHeadquarterdivisiondivisiondivisiondivisiondivision3.Internationalization

3.1FromdomesticHRMtointernationalHRM

企业人力资源管理国际化过程Product,market,technologyDomesticHRMManagementRisk,uncertainty,InformationasymmetryCulturaldiversityGeographicdispersionOrganizationInternationalHRMSocial,culturalLegal,politicalenvironment3.1FromdomesticHRMtointer3.2EvolutionandGrowthofInternationalbusiness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3.2EvolutionandGrowthofIn4theexpandingroleofHRM

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Maintainingcommitmentstoindividualsininternationalcareerpaths承诺职业生涯发展Tyingstrategicbusinessplanningtohumanresourceplanning人力资源战略和企业战略的结合Providingassignmenttoensureadequateinternationalhumanresources.委任人高层管理员以保证国际企业充分的人力资源4theexpandingroleofHRM

企业4.2Executivenationalitystaffingpolicies国际企业高层管理人员的人事政策Theethnocentricapproach母国中心方式Thepolycentricapproach多中心方式Thegeocentricapproach全球化方式There-geocentricapproach地区总部方式4.2Executivenationalitystaf4.3selectionmanagers:prosandcons管理人员选拔分析parent-countrynationalsAdvantagesOrganizationalcontrolandcoordinationismaintainedandfacilitated有利于保持组织控制和合作Promisingmanagersaregiveninternationalexperience赋予管理者国际企业工作经验PCNarethebestpeopleforthejob挑选最佳的工作人选Subsidiarywillcomplywithobjectives,policies,etc.分公司能执行总公司的目标和政策

parent-countrynationals

disadvantagesThepromotionalopportunitiesofHCNsarelimited

东道国人员晋升受到限制Adaptationtohostcountrymaytakealongtime花长时间适应当地情况PCNsmayimposeaninappropriateHQstyle将母公司不适当的管理风格带到分公司CompensationforPCNandHCNmaydiffer

母公司和分公司人员的薪资报酬有差异4.3selectionmanagers:prosan(2)Thirdcountrynationalsadvantageanddisadvantage第三国人员Advantage:SalaryandbenefitsrequirementsmaybelowerthanforPCNs工资和福利要低于母公司人员TCNsmaybebetterinformalthanPCNsabouthost-countryenvironment比母公司人员更好的适应当地情况Disadvantage:Transfersmustconsiderpossiblenationalanimosities必须考虑国家间的民族矛盾ThehostgovernmentmayresenthiringofTCNs当地政府不愿意雇佣第三国人员TCNsmaynotwanttoreturntotheirowncountriesafterassignment工作结束后不愿意返回本国(2)Thirdcountrynationalsad（3）host-countrynationals

聘请东道国管理人员的优点和缺点Advantage:Languageandotherbarriersareeliminated可消除语言和其他障碍Hiringcostsarereduced雇佣成本可降低ContinuityofmanagementimprovessinceECNsstaylongerinpositions因任职长而改善管理技能GovernmentpolicymaydictatehiringofHCHs有利于雇佣的政府政策MoraleamongHCNsmayimprovestheyseeasthecareerpotentials因职业晋升而士气高昂（3）host-countrynationals

DisadvantageControlandcoordinationofHQmaybeimpeded总部的控制和合作可能受到阻碍HCNshavelimitedcareeropportunityoutsidethesubsidiary限制了东道国人员向外发展机遇HiringHCNslimedopportunityforPCNstogainoverseasexperience

限制了母公司人员海