《国际外派人员管理（英语）》教学大纲

PAGEPAGE23《国际外派人员管理》(英语)教学大纲课程编号：051002B课程类型：□通识教育必修课□通识教育选修课√专业必修课□专业选修课学科基础课总学时：32讲课学时：16实验（上机）学时：16学分：2适用对象：人力资源管理（国际班）先修课程：人力资源管理各门课程一、课程简介与教学目标（一）课程简介本课程系统的阐述了国际外派人员管理的理论和方法，主要针对跨国公司的国际外派人力资源这个特殊人群，从战略、招聘、绩效管理、薪酬管理、培训与开发、职业生涯管理、回任管理、权益保护等不同模块对国际外派人员管理进行了深入分析和阐述，帮助学生更好的理解和掌握关于国际人员外派管理的知识。（二）课程教学目标本课程主要内容是跨国公司海外派遣人员的招聘与选拔、绩效管理、激励管理等，采用案例、情景模拟、小组讨论等方式，以当前国际外派人员管理经典公司为模板，将当前最新国际外派人员管理模式展示出来。结合目前的管理现状和与时俱进的思想，重点讲解的内容和方法包括：在课程教授过程中，辅以案例分析，热点问题讨论等形式加强学生对知识点的理解和把握。此外，将思政融入课程教学，帮助学生理解和掌握管理与思想政治工作关系，提高学生运用基本理论指导生活工作实践的能力，树立正确的人生观、价值观、道德观的正确理想信念。本课程系针对国际人力资源管理专业同学所设计之一学期二学分课程，教学的目标在于：协助学习者了解并掌握，跨国公司海外派遣的基础知识。掌握跨国公司海外派遣人员的招聘与选拔、绩效管理、激励管理实务。二、教学内容及其与毕业要求的对应关系（一）教学内容要求教师细讲、精讲跨国公司海外派遣人员的招聘与选拔、绩效管理、激励管理实务。（二）教学方法和手段针对目前我国在国际人力资源管理方面数据少，信息少的实际情况，建议任课教师能够坚持以下工作：指导学生关注两类跨国公司：财富世界500强公司尤其这些公司的在华分公司的外派人员管理；有海外分公司的中国500强企业的外派管理。引导学生通过四种方式获得以上公司信息：1）通过媒体报导获得信息；2）通过这些公司自己的网站获得信息；3）通过学界对这些公司的研究文献获得信息；4）通过自己的社会关系获得信息。3.将思政融入课程教学，帮助学生理解和掌握如下内容：1）管理与思想政治工作关系2）树立正确的人生观、价值观、道德观的正确理想信念3）运用基本理论指导生活工作实践的能力3．教师本人在带领学生获得以上信息的同时，以以上两类公司为研究对象，设计各种相关专题案例，指导学生做好课堂无领导小组讨论，做好课下研究性学习。4．为达到学习效果最大化，建议授课教师在课程授课方式方面借鉴英美大学本科生授课方式。具体可以做如下安排：教师授课时间和学生无领导小组讨论、课堂呈现时间的比例为1：1，学生课下学习以研究性学习为主，由授课教师指定研究课题，学生以团队为单位对课题进行研究。学生依照自愿方式组成问题解决型团队，学生的团队合作能力是平时学生学业成绩评价的重要指标，所有平时学业成绩均以小组的整体表现给出小组评价。在评价比例方面，建议平时的出勤、作业完成情况、课堂讨论/回答问题/课堂作业展现占总分数的30%；期末采取开卷考试，试卷问题以研究性、开放式问题为主。这种评价方式，在平时可以培养学生的开放式思维，尤其可以培养学生的团队合作能力尤其团队归属感，为学生未来就业做好准备；期末开卷多为研究性开放式问题，可以培养学生问题研究能力，为未来就业做好独立管理、独立决策做好准备。5．教学过程中需要注意的问题：教学过程中，建议通过大量案例研究、讨论来引导学生对理论知识的理解，切莫空谈理论，要使学生看到这是一门实践性很强的课程，而非象牙塔里的枯燥无味的理论课。同时，还要注意培养学生的批判思维、研究性学习等就业能力，为其未来就业做好准备。知识的传递只是本课程目的之一，还有一个更重要的目的是带领学生学会做真正的人力资源管理，拥有较强的实践能力。（三）考核方式本课程评价采用平时成绩与期末考试成绩两种方式，平时成绩占60%；期末成绩占40%。平时成绩含平时出勤表现记录、课堂呈现、小组讨论和个人问题回答四部分，期末考试采用考试或者论文方式。（四）学习要求学习本课程要求在课程学习前，学生已熟练掌握人力资源管理中职位分析、招聘计划制作、培训计划制作、绩效管理各种工具使用、薪酬设计等各模块的具体实务方法。学生已经修完［国际人力资源管理］在课程学习过程中，要求学生紧密跟随任课教师的实务教授，直到能够独立工作；在课下，要求学生能够认真完成教师所布置的各项实务工作。三、各教学环节学时分配教学课时分配序号章节内容讲课工作坊／头脑风暴／案例研究课堂展现与点评合计第一部分：回到基础1课程介绍0.50.52导论110.52.5第二部分:跨国公司海外派遣人员选拔与培训3跨国公司海外派遣人员胜任力指标110.52.54跨国公司海外派遣人员招聘与选拔22155跨国公司海外派遣人员培训－派遣前培训11.50.53第三部分:跨国公司海外派遣人员绩效与激励管理6跨国公司海外派遣人员绩效管理12147跨国公司海外派遣人员薪酬与福利管理22158不得不谈的跨国公司海外派遣人员家庭关系管理1113第四部分：跨国公司海外派遣人员回任与员工保留9跨国公司海外派遣人员回任管理211410外派人员权益问题110.52.5合计12.512.5732四、教学内容第一章：导论跨国公司海外派遣的关键驱动因素跨国公司海外派遣员工数量增加的驱动因素跨国公司海外派遣主要问题跨国公司海外派遣成败状况及成败影响因素教学重点、难点：跨国公司海外派遣的驱动要素；跨国公司海外派遣人员数量增加的驱动要素跨国公司海外派遣主要问题跨国公司海外派遣成败及成败影响因素课程的考核要求：1.要求理解：跨国公司海外派遣的驱动要素；跨国公司海外派遣人员数量增加的驱动要素跨国公司海外派遣主要问题跨国公司海外派遣成败及成败影响因素复习思考题：请简述跨国公司海外派遣的驱动要素；请简述跨国公司海外派遣人员数量增加的驱动要素请简述跨国公司海外派遣主要问题请简述跨国公司海外派遣成败及成败影响因素第二章跨国公司海外派遣人员胜任力指标海外派遣人员胜任力指标的复杂性海外派遣人员核型胜任力指标思政切入点：1.学生的人生观、价值观、道德观与其能力有着密不可分的关系，对其有着不可忽视的影响。教学重点、难点：海外派遣人员核心胜任力指标；课程的考核要求：1.要求理解：海外派遣人员胜任力指标的复杂性；2.要求掌握：1）海外派遣人员核心胜任力指标复习思考题：请简述海外派遣人员核心胜任力指标第三章基于胜任力指标的国际外派人员招聘与选拔海外派遣人员招聘与选拔流程海外派遣人员甄选指标模型海外派遣人员招聘与选拔工作实施注意事项思政切入点：1.运用辩证的思想去选拔海外派遣人员教学重点、难点：1.海外派遣人员甄选指标模型课程的考核要求：1.要求理解：1）海外派遣人员招聘与选拔流程的特殊性2.要求掌握1）海外派遣人员甄选指标模型复习思考题：请简述海外派遣人员甄选指标模型第四章：基于胜任力指标的国际外派人员培训第一节跨国公司海外派遣人员培训－派遣前培训第二节跨国公司海外派遣人员培训－派遣后培训第三节跨国公司海外派遣人员培训－回任培训教学重点、难点：海外派遣培训三个阶段的不同性：派遣前、派遣过程中、回任课程的考核要求：1.要求理解：1）海外派遣培训三个阶段的不同性：派遣前、派遣过程中、回任2.要求掌握1）海外派遣培训三个阶段的培训课程内容：派遣前、派遣过程中、回任复习思考题：1.请简述海外派遣培训三个阶段的课程内容：派遣前、派遣过程中、回任第五章：国际外派人员绩效管理海外派遣人员绩效管理的复杂性与绩效影响因素海外派遣人员绩效计划海外派遣人员绩效辅导海外派遣人员绩效评估国际知名跨国企业海外派遣人员绩效管理比较思政切入点：1.对任何事都要公平、公正的对待，有正确的道德观，正确评价事物第六章：国际外派人员薪酬福利管理国际外派薪酬影响因素外派人员薪酬管理原则国际外派薪酬设计模式国外外派薪酬结构设计国际外派薪酬税收问题及对策国际外派薪酬支付方案问题及对策思政切入点：1．从专业理论学习中引导学生树立正确的做人做事准则和坚持辩证唯物主义的世界观与方法观。第七章：国际外派人员回任管理外派回任概况回任人员留任失败原因回任适应回任人员知识管理成功回任策略思政切入点：1.在工作中发挥吃苦耐劳、艰苦朴素的优良品质，如何优秀完成本职工作教学重点、难点：1.外派回任人员知识管理2.成功回任策略课程的考核要求：1.要求理解：外派回任人员留任失败原因外派回任人员适应难度2.要求掌握1）外派回任人员知识管理实务2）外派回任人员保留策略复习思考题：1.请简述如何做好外派回任人员知识管理2.请简述如何做好外派人员保留第八章：外派人员权益问题外派人员权益内容外配人员权益受损：基本特征、基本类型、基本原因外派人员权益保护基本措施教学重点、难点：外派人员权益受损相关内容外派人员权益保护基本措施课程的考核要求：要求理解：外派人员权益基本内容外派人员权益受损内容2.要求理解；外派人员权益保护基本措施复习思考题：1.请简述外派人员权益基本内容与权益保护基本措施；五、考核方式、成绩评定（黑体，小四号字）考核方式：本课程所采用考试方式进行考核。成绩评定：分数分配比例为：平时60%，期末40%。主要参考书目1、书籍类\o"FamilyIssuesintheProcessofExpatriationandRepatriation:ImplicationsforInternationalHumanResourceManagement"［1］Herod,Roger,InternationalAssignmentPrograms:TacklingtheCriticalIssues(GlobalHRManagementSeries)

BkltEdition,SocietyForHumanResourceManagement,2010Steidl,Iris,FamilyIssuesintheProcessofExpatriationandRepatriation:ImplicationsforInternationalHumanResourceManagement,VDMVerlag,2008Andresen,Maike,etc,ed.,Self-InitiatedExpatriation:Individual,Organizational,andNationalPerspectives(RoutledgeStudiesinInternationalBusinessandtheWorldEconomy)

1stEdition,Rouledge,2012Bond,Marc;Bond,Rita,InternationalRelocation:APracticalGuidetoLiving&WorkingOverseas(SpecialPublication),AmerAssnofPetroleumGeologists;StillinShrinkWrapedition,20002、需要及时关注的网站、期刊、公共微信号等网址The

SocietyforHumanResourceManagement

(SHRM),/pages/default.aspx

The

InternationalAssociationforHumanResourceInformationManagement(IHRIM),中国人力资源开发网：中国人力资源管理网：等等期刊杂志《财富》杂志中文：《哈佛商业评论》杂志《中国人力资源开发》HumanResourceManagementJournal,byWiley,/journal/10.1111/(ISSN)1748-8583TheJournalofHumanResources,/journals/journals/jhr.htmlTheInternationalJournalofHumanResourceManagement,/toc/rijh20/current等等公共微信中国人力资源开发研究会环球人力资源智库执笔人：刘俐伶课程联合建设人：刘俐伶、魏华颖、毛畅果教研室主任：系教学主任审核签名：《InternationalAssignment》(English)TeachingProgramCoursenumber：051002BCoursetype：□GeneralEducationRequiredSubjects□GeneralEducationElectiveSubjects√□Professionalrequiredcourses□Professionalelectivecourses□BasicsubjectcoursesTotalclasshours:32Lecturehours:32Experimental(computer)hours:Credits:2Applicableobject:(professionalname)InternationalHumanResourceManagementPrecourse:Coursesofhumanresourcemanagement1、Courseintroductionandteachingobjectives（1）CourseintroductionThiscoursesystematicallyexpoundsthetheoriesandmethodsofinternationalexpatriatemanagement,mainlyforthespecialgroupofinternationalexpatriatehumanresourcesofmultinationalcompanies,andmakesin-depthanalysisandelaborationoninternationalexpatriatemanagementfromdifferentmodulessuchasstrategy,recruitment,performancemanagement,salarymanagement,traininganddevelopment,careermanagement,returnmanagement,rightsprotection,etc,Helpstudentsbetterunderstandandmastertheknowledgeofinternationalpersonnelassignmentmanagement.（2）TeachingobjectivesofthecourseThemaincontentofthiscourseistherecruitmentandselection,performancemanagement,incentivemanagement,etc.oftheoverseasdispatchedpersonnelofmultinationalcompanies.Bymeansofcases,scenariosimulation,groupdiscussion,etc.,takingthecurrentclassicinternationalexpatriatemanagementcompaniesasthetemplate,thelatestinternationalexpatriatemanagementmodeisdisplayed.Combinedwiththecurrentmanagementsituationandtheideaofkeepingpacewiththetimes,thecontentsandmethodsofthekeyexplanationinclude:inthecourseofteaching,supplementedbycaseanalysis,hotissuesdiscussionandotherformstostrengthenstudents'understandingandgraspofknowledgepoints.Inaddition,IntegratingIdeologicalandpoliticaleducationintothecourseteachingcanhelpstudentsunderstandandmastertherelationshipbetweenmanagementandideologicalandpoliticalwork,improvestudents'abilitytousebasictheoriestoguidelifeandworkpractice,andestablishcorrectidealsandbeliefsofcorrectoutlookonlife,valuesandmorality.Thiscourseisaonesemestertwocreditcoursedesignedforinternationalhumanresourcemanagementstudents1）Helplearnerstounderstandandmasterthebasicknowledgeofmultinationalcompany'soverseasassignment.2）Masterthepracticeofrecruitmentandselection,performancemanagementandincentivemanagementofoverseasdispatchedpersonnelofmultinationalcompanies.2、Teachingcontentanditscorrespondingrelationshipwithgraduationrequirements（1）TeachingcontentTeachersarerequiredtoelaborateontherecruitmentandselection,performancemanagementandincentivemanagementofoverseasdispatchedpersonnelofmultinationalcompanies.（2）TeachingmethodsandmeansInviewofthefactthattherearefewdataandinformationaboutinternationalhumanresourcemanagementinChina,itissuggestedthatteachersshouldadheretothefollowingwork:oneGuidestudentstopayattentiontotwotypesofmultinationalcompanies:FortuneGlobal500companies,especiallytheexpatriatemanagementoftheirbranchesinChina;ExpatriatemanagementofChina'stop500enterpriseswithoverseasbranches.twoGuidestudentstoobtaintheabovecompanyinformationinfourways:1)Obtaininginformationthroughmediareports;2)Getinformationthroughtheirownwebsites;3)Throughtheacademicresearchliteratureofthesecompaniestoobtaininformation;4)Getinformationthroughone'sownsocialrelations.3.Integrateideologicalandpoliticaleducationintothecourseteachingtohelpstudentsunderstandandmasterthefollowingcontents:1)Therelationshipbetweenmanagementandideologicalandpoliticalwork2)Establishacorrectoutlookonlife,values,moralvaluesofthecorrectidealsandbeliefs3)Theabilityofusingbasictheorytoguidelifeandworkpractice3.Whileleadingthestudentstoobtaintheaboveinformation,theteachertakestheabovetwokindsofcompaniesastheresearchobjects,designsvariousrelatedspecialcases,andguidesthestudentstodowellinclassleaderlessgroupdiscussionandafterclassresearch-basedlearning.4.Inordertomaximizethelearningeffect,itissuggestedthatteachersshouldlearnfromtheundergraduateteachingmethodsofBritishandAmericanuniversities.Specificarrangementscanbemadeasfollows:theratioofteachers'teachingtimetostudents'leaderlessgroupdiscussionandclassroompresentationtimeis1:1,students'afterclasslearningismainlyresearch-basedlearning,researchtopicsaredesignatedbyteachers,andstudentsstudytopicsasateam.Studentsformproblem-solvingteamsonavoluntarybasis.Students'teamworkabilityisanimportantindicatorofstudents'academicperformance.Allacademicperformanceisevaluatedbytheoverallperformanceofthegroup.Intermsofevaluationproportion,itissuggestedthatattendance,homeworkcompletion,classroomdiscussion/answerquestions/classroomhomeworkpresentationaccountfor30%ofthetotalscore;Thefinalexaminationisopen,andthepaperquestionsaremainlyresearchandopen-ended.Thiskindofevaluationmethodcancultivatestudents'openthinking,especiallytheirteamcooperationability,especiallytheirsenseofbelonging,soastopreparefortheirfutureemployment;Mostoftheopeningpapersattheendofthetermareopen-endedresearchquestions,whichcancultivatestudents'problemresearchabilityandprepareforindependentmanagementanddecision-makinginfutureemployment.5.Problemsneedingattentionintheteachingprocess:intheteachingprocess,itissuggestedtoguidethestudentstounderstandthetheoreticalknowledgethroughalargenumberofcasestudiesanddiscussions,insteadofemptytalkabouttheory,sothatstudentscanseethatthisisapracticalcourseratherthanaboringtheoreticalcourseintheIvorytower.Atthesametime,weshouldalsopayattentiontothecultivationofstudents'criticalthinking,research-basedlearningandotheremployability,soastopreparefortheirfutureemployment.Thetransferofknowledgeisonlyoneofthepurposesofthiscourse,andamoreimportantpurposeistoleadstudentstolearntodorealhumanresourcemanagementandhavestrongpracticalability.（3）AssessmentmethodTheevaluationofthiscourseadoptstwoways:usualscoreandfinalexamscore,andtheusualscoreaccountsfor60%;Thefinalgradeis40%.Thefinalexaminationisintheformofexaminationorthesis.（4）LearningrequirementsoneLearningthiscourserequiresthatbeforelearningthecourse,thestudentshavemasteredthespecificpracticalmethodsofthemodulesinhumanresourcemanagement,suchaspositionanalysis,recruitmentplanmaking,trainingplanmaking,useofvariousperformancemanagementtools,salarydesign,etc.twoStudentshavecompleted[InternationalHumanResourceManagement]threeInthecourseoflearning,studentsarerequiredtocloselyfollowthepracticalteachingofteachersuntiltheycanworkindependently;Afterclass,studentsarerequiredtocompletethepracticalworkassignedbyteachers.3、ClasshourallocationofeachteachinglinkAllocationofteachinghoursSerialNumberChapterContentLectureWorkshop/brainstorming/casestudyClassroompresentationandcommentstotalPartone:backtothebasics1Courseintroduction0.50.52introduction110.52.5Thesecondpart:theselectionandtrainingofoverseasdispatchedpersonnelofmultinationalcompanies3Competencyindexofoverseasdispatchedpersonnelofmultinationalcompanies110.52.54Recruitmentandselectionofexpatriatesfrommultinationalcompanies22155Trainingforoverseasdispatchedpersonnelofmultinationalcompanies-predispatchtraining11.50.53Thethirdpart:theperformanceandincentivemanagementofoverseasdispatchedpersonnel6Performancemanagementofexpatriatesfrommultinationalcompanies12147Salaryandwelfaremanagementofexpatriatesfrommultinationalcompanies22158Familyrelationshipmanagementofoverseasdispatchedpersonnelofmultinationalcompanies1113Thefourthpart:returnandretentionofexpatriatesfrommultinationalcompanies9Returnmanagementofoverseasdispatchedpersonnelofmultinationalcompanies211410Rightsandinterestsofexpatriates110.52.5Tatol12.512.57324、TeachingcontentChapterone:introductionSectiononeKeydrivingfactorsofmultinationalcompanies'overseasassignmentSection2ThedrivingfactorsoftheincreaseinthenumberofoverseasdispatchedemployeesofmultinationalcompaniesSection3Themainproblemsoftransnationalcorporations'overseasassignmentSection4Thesuccessandfailurestatusandinfluencingfactorsofmultinationalcompanies'overseasassignmentThekeypointsanddifficultiesofteachingareasfollows1．Thedrivingfactorsofmultinationalcompanies'overseasdispatch;2．Thedrivingfactorsoftheincreaseinthenumberofoverseasdispatchedpersonnelofmultinationalcompanies3．Themainproblemsoftransnationalcorporations'overseasassignment4．Thesuccessorfailureofmultinationalcompanies'overseasassignmentanditsinfluencingfactorsAssessmentrequirementsofthecourse:1.Understandingrequired:1)Thedrivingfactorsofmultinationalcompanies'overseasdispatch;2)Thedrivingfactorsoftheincreaseinthenumberofoverseasdispatchedpersonnelofmultinationalcompanies3)Themainproblemsoftransnationalcorporations'overseasassignment4)Thesuccessorfailureofmultinationalcompanies'overseasassignmentanditsinfluencingfactorsReviewquestions:onePleasebrieflydescribethedrivingfactorsofmultinationalcompanies'overseasassignment;twoPleasebrieflydescribethedrivingfactorsoftheincreaseinthenumberofexpatriatesfrommultinationalcompaniesthreePleasebriefusonthemainproblemsofmultinationalcompanies'overseasassignmentfourPleasegiveabriefaccountofthesuccessorfailureofthemultinationalcompany'soverseasassignmentanditsinfluencingfactorsChaptertwothecompetencyindexofoverseasdispatchedpersonnelSectiononeThecomplexityofcompetencyindicatorsforoverseasdispatchersSectiontwoKaryotypecompetencyindexofoverseasdispatchedpersonnelStartingpointofIdeologicalandPoliticalEducation:1.Students'Outlookonlife,valuesandmoralityarecloselyrelatedtotheirability,whichhasanimpactthatcannotbeignored.ThekeypointsanddifficultiesofteachingareasfollowsoneCorecompetencyindexofoverseasdispatchedpersonnel;Assessmentrequirementsofthecourse:1.Understandingrequired:1）Thecomplexityofcompetencyindicatorsofoverseasdispatchedpersonnel;2.Requiredtomaster:1)CorecompetencyindicatorsofoverseasdispatchedpersonnelReviewquestions:onePleasebrieflydescribethecorecompetencyindicatorsofexpatriatesChapterthreebasedonthecompetencyindexofinternationalexpatriaterecruitmentandselectionSection1RecruitmentandselectionprocessofoverseasdispatchedpersonnelSection2AnindexmodelforoverseasdispatchedpersonnelselectionSection3MattersneedingattentioninrecruitmentandselectionofoverseasdispatchedpersonnelStartingpointofIdeologicalandPoliticalEducation:1.UsedialecticalthinkingtoselectoverseasdispatchedpersonnelThekeypointsanddifficultiesofteachingareasfollows1.TheselectionindexmodelofoverseasdispatchedpersonnelAssessmentrequirementsofthecourse:1.Understandingrequired:1)Particularityofrecruitmentandselectionprocessofoverseasdispatchedpersonnel2.Requirements1)AnindexmodelforoverseasdispatchedpersonnelselectionReviewquestions:onePleasebrieflydescribetheselectionindexmodelofoverseasdispatchedpersonnelChapterfour:InternationalexpatriatetrainingbasedoncompetencyindexSection1trainingforoverseasdispatchedpersonnelofmultinationalcompanies-predispatchtrainingSection2trainingforoverseasdispatchedpersonnelofmultinationalcompanies-postdispatchtrainingSection3trainingforoverseasdispatchedpersonnelofmultinationalcompaniesThekeypointsanddifficultiesofteachingareasfollowsoneThedifferencesofthethreestagesofoverseasdispatchtraining:beforedispatch,duringdispatchandafterreturnAssessmentrequirementsofthecourse:1.Understandingrequired:1)Thedifferencesofthethreestagesofoverseasdispatchtraining:beforedispatch,duringdispatchandafterreturn2.Requirements1)Therearethreestagesofoverseasdispatchtraining:beforedispatch,duringdispatchandafterreturnReviewquestions:1.Pleasebrieflydescribethecoursecontentsofthethreestagesofoverseasassignmenttraining:beforeassignment,duringassignmentandafterreturnChapterfive:performancemanagementofinternationalexpatriatesSection1ComplexityofperformancemanagementofoverseasdispatchedpersonnelanditsinfluencingfactorsSection2ExpatriatePerformancePlanSection3PerformancecoachingforoverseasdispatchersSection4PerformanceevaluationofexpatriatesSection5Acomparativestudyontheperformancemanagementofoverseasdispatchedpersonnelofinternationalwell-knownmultinationalenterprisesStartingpointofIdeologicalandPoliticalEducation:1.Treateverythingfairlyandjustly,haveacorrectmoraloutlook,andevaluatethingscorrectlyChaptersix:salaryandwelfaremanagementofinternationalexpatriatesSection1InfluencingfactorsofinternationalassignmentsalarySection2SalarymanagementprinciplesofexpatriatesSection3InternationalexpatriatesalarydesignmodelSection4SalarystructuredesignofoverseasassignmentSection5ProblemsandCountermeasuresofinternationalsalarytaxSection6ProblemsandCountermeasuresofinternationalsalarypaymentschemeStartingpointofIdeologicalandPoliticalEducation:1.Guidestudentstoestablishcorrectprinciplesoflifeandworkandadheretotheworldoutlookandmethodologyofdialecticalmaterialism.Chapter7:managementofinternationalexpatriatesreturningtotheirpostsoneGeneralsituationofexpatriatetwoReasonsforfailureofretentionofreturningpersonnelthreeBacktoofficeadaptationfourKnowledgemanagementofreturningstafffiveSuccessfulreturnstrategyStartingpointofIdeologicalandPoliticalEducation:1.Givefullplaytotheexcellentqualityofhardworkandplainlivinginthework,andhowtofinishtheworkwellThekeypointsanddifficultiesofteachingareasfollows1.Knowledgemanagementofexpatriates2.SuccessfulreturnstrategyAssessmentrequirementsofthecourse:1.Understandingrequired:1）Reasonsforfailureofexpatriatestostayinoffice2）Adaptationdifficultyofexpatriates2.Requirements1)Knowledgemanagementpracticeofexpatriates2)RetentionstrategyofexpatriatesReviewquestions:1.Pleasebrieflydescribehowtodoagoodjobinknowledgemanagementofexpatriates2.PleasedescribehowtoreserveexpatriatesChaptereight:rightsandinterestsofexpatriatesSection1RightsandinterestsofexpatriatesSection2Damagetorightsandinterestsofoutsourcingpersonnel:basiccharacteristics,basictypesandbasicreasonsSection3Basicmeasurestop