国际人力资管理3

International Human Resource Management Labor relation and human resource management Department PHD Logistics manager 1 与其不争，故能无敌于天下！ 老子 凡战，以正合，以奇胜， 奇正之术不绝于江河！ 孙子 2 Imagination is more important than knowledge ！ -Albert Einstein . 3 Attitude is everything ！ 态度决定一切！ 4 Goal setting 目标问题目标问题 5 行动 ，行动 ，再行动！ Action！ 6 Quitters never win, winners never quit！ 锲而不舍，终将成功！ 7 Related Courses 1、 Management 2、 Organizational Behavior 3、 Human Resource Management 4、 international business management 5、 Cross culture management 6、 International Enterprize HRM 8 Text Books Arthur Sherman/George Bohlander/Scott Snell .,东北财经大 学出版社 ,1998年 4月第 1版 . Peter J. Dowling/Denice E. Welch. , Thomson Learning,2005 林新奇主编 . 国际人力资源管理 ，复旦大学出版社， 2004年 7月 Gary Dessler. Human Resource Management (9th Edition) .Prentice Hall,2005.10 9 Supplementary readings 第五项修炼：学习型组织的艺术与实务 （ The Fifth Discipline: The Art those that do not will perish.” Ian Mitroff 15 4、 Going global “Capital raised in London in the Eurodollar market by a Belgium-based corporation may finance the acquisition of machinery by a subsidiary located in Australia. “Clothing for dolls, sewn in Chinese on Japanese machines to U.S. specifications may be shipped to Northern Mexico for assembly with other components into dolls being manufactured by a U.S. company for sale in New York and London during the Christmas season.” 16 4、 Going global In order to grow and prosper, many companies are seeking business opportunities in global markets. Competition and cooperation with foreign companies have become increasingly important focal points for business since the early 1980s. Globalization influences approximately 70 to 85 percent of U.S. economy and affects the free trade among countries. 17 4、 Going global Globalization influences the number and kinds of jobs that are available and requires that organizations balance a complicated set of issues related to managing people in different geographies, cultures, legal environments, and business conditions. HR functions such as staffing, training, compensation, and the like have to be adjusted to take into account the differences in global management. 18 4、 Going global Virtually any type of international problem, in the final analysis, is either created by people or must be solved by people. Hence, having the right people in the right place at the right time emerges as the key to a companys international growth. If we are successful in solving that problem, I am confident we can cope with all others. 19 5、 Approaches to International HRM The field of international HRM is characterized by three broad approaches： Early work in this field emphasized a cross cultural management approach and examined human behavior within organizations from an international respective. A second approach developed from the comparative industrial relations and HRM literature seeks to describe, compare, and analyze HRM systems in various countries. A third approach seeks to focus on aspects of HRM in multinational firms. 20 6、 Defining International HRM ? We now consider which activities change when HRM goes international. An article by Morgan(1986) on the development of international HRM presents a model of international HRM that consists of three dimensions: HR activities: procurement, allocation however, domestic HRM is involved with employees within only one national boundary. 23 7. What is an expatriate? One obvious difference between domestic and international HRM is that staff are moved across national boundaries into various roles within the international firms foreign operations-these employees have traditionally been called expatriates. An expatriate is an employee who is working and temporarily residing in a foreign country . 24 Parent country HQ/operations Subsidiary operation- country A Subsidiary operation- country B PCNs HCNs HCNs PCNs TCNs National border National border 25 8、 Differences between domestic and international HRM ? In our view, the complexities of operating in different countries and employing different national categories of workers is a key variable that differentiates domestic and international HRM, rather than any major differences between the HRM activities performed. It is worthwhile examining in greater detail what is meant by the statement that international HRM is more complex than domestic HRM. 26 Dowling has summarized the literature on similarities and differences between international and domestic HRM and argues that the complexity of international HR can be attributed to six factors: （ 1） More HR activities； （ 2） The need for a broader perspective； （ 3） More involvement in employees personal lives； （ 4） Changes in emphasis as the workforce mix of expatriates and locals varies； （ 5） Risk exposure； and （ 6） Broader external influences. 27 （ 1） More HR activities To operate in an international environment, a human resources department must engage in a number of activities that would not be necessary in a domestic environment : international taxation; international relocation and orientation, administrative service for expatriates; host-government relations; and language translation services. 28 （ 2） The need for a broader perspective HR managers working in an international environment face the problem of designing and administering programs for more than one national group of employees( e.g. PCN,HCN and TCN employees who may work together in Zurich at the European regional headquarters of a US-based multinational), they need to take a broader view of issues. 29 For example, a broader, more international perspective on expatriate benefits would endorse the view that all expatriate employees, regardless of nationality, should receive a foreign service or expatriate premium when working in a foreign location. Complex equity issues arise when employees of various nationalities work together and the resolution of these issues remains one of the major challenges in the IHRM field. 30 （ 3） More involvement in employees personal lives A greater degree of involvement in employees personal lives is necessary for the selection, training and effective management of both PCN and TCN employees. The HR department needs to ensure that the expatriate employee understands housing arrangement, health care and all aspects of the compensation package provided for the assignment (cost-of-living allowances, premium, taxes and so on) . 31 （ 4） Changes in emphasis as the workforce mix of expatriates and locals varies As Foreign operations mature, the emphasis put on various human resource activities change. For example, as the need for PCNs and TCNs decline and more trained locals become available, resources previously allocated to areas such as expatriate taxation, relocation and orientation are transferred to activities such as local staff selection, training and management development. 32 （ 5） Risk exposure Frequently, the human and financial consequences of failure in the international arena are more severe than in domestic business. For example, expatriate failure and underperformance while on international assignment are potentially high-cost problems for international companies. Some aspects of risk exposure are relevant to currency exchange rates, terrorism, the validity of the supervision 33 （ 6） Broader external influences The major external factors that influence IHRM are the type of government, the state of the economy and the generally accepted practices of doing business in each of the various host countries in which the multinational operates. A host government can, for example, dictate hiring procedures, as has been the case in Malaysia. 34 The government during the 1970s introduced a requirement that foreign firms comply with an extensive set of affirmative action rules designed to provide additional employment opportunities for the indigenous Malays who constitute the major of the population but tend to be under-represented in business and professional employment groups relative to Chinese Malay and Indian Malays. 35 9. Variables that moderate differences between domestic and international HRM The complexity involved in operating in different countries and employing different national categories of employees is a key variable that differentiates domestic and international HRM, rather than any major differences between the HRM activities performed. In addition to complexity, there are four other variables that moderate differences between domestic and international HRM. 36 These four moderators are: (1) The culture environment (2)The industry (or industries) with which the multinational is primarily involved (3) The extent of reliance of the multinational on its home-country domestic market and (4) The attitudes of senior management 37 The culture environment A person is not born with a given culture: rather, she or he acquires it through the socialization process that begins at birth: an American is not born with a linking for hot dogs, or a German with a natural preference for beer: these behavioral attributes are culturally transmitted. Phatak， 1995 38 For many researchers, culture has become an omnibus variable, representing a range of social, historic, economic and political factors that are invoked post hoc to explain similarity or dissimilarity in the results of a study. As Bhagat and McQuaid have noted, Culture has often served simply as a synonym for nation without any further conceptual grounding. In effect, national differences found in the characteristic of organizations or their members have been interpreted as cultural differences. 39 It is now generally recognized that culturally insensitive attitude and behaviors stemming from ignorance or from misguided beliefs (my way is best, or what works at home will work here) not only are inappropriate but often cause international business failure. Therefore, an awareness of cultural differences is essential for the HR manager at corporate headquarters as well as in the host location. 40 Industry type Porter suggests that the industry (or industries if the firm is a conglomerate) in which a multinational firm is involved is of considerable importance because patterns of international competition vary widely from one industry to another. At one end of the continuum of international competition is the multi-domestic industry, one in which competition in each country is essentially independent of competition in other countries. Traditional examples include retailing, distribution and insurance. 41 At the other end of the continuum is the global industry, one in which a firms competitive position in one country is significantly influenced by its position in other countries. examples include commercial aircraft, semiconductors and copiers. 42 (3) Reliance of the multinational on its home-country domestic market and A pervasive but often ignored factor which influences the behavior of multinationals and resultant HR practices is the extent of reliance of the multinational on its home-country domestic market. Size is not the only key variable when looking at a multinational-the extent of reliance of the multinational on its home-country domestic market is also very important. 43 The United States conference on trade and development (UNCADT) in its annual survey of foreign direct investment calculates what it refers to as an index of transnationality, which is an average of ratios of foreign assets to total assets; foreign sales to total sales; and foreign employment to total employment. The top ten multinationals are as follows: Rio Tinto (UK/Australia) Thomson corporation ABB Nestle 44 lBritish American Tobacco (UK) lElectrolux (Sweden) lInterbrew (Belgium) lAnglo American lAstraZeneca（ UK） lPhilips Electronics（ The Netherlands） 45 Chapter Two: Managing Across Borders 46 Structure 1. Introduction Management demands of international growth The path to global status Export Sales subsidiary Foreign production Network of subsidiary 47 Introduction Before we look at the way in which the shift from a domestic to global orientation affects the HR function and the human resource management consequences involved, we need to develop an appreciation of the way in which various internationalizing firms have responded to the challenges of international growth. 48 Management demands of internationalization SizeFlow and Volume of information Structure Geographical dispersionOperationmodes Host country demands National Cultures and languages Control mechanism Figure1: Management demands of international growth49 The path to global status Most firms pass through sveral stages of organizational development as the nature and size of their international activities grow. As they go through these evolutionary stages, their organizational structures change, typically due to: The strain imposed by growth and geographical spread The need for improved coordination and control across business units and The constraints imposed by host-governments regulations on ownership and equity 50 The evolution from a domestic to a truly global organization may involve a long and somewhat tortuous process with many and diverse steps. Although research into internationalization has revealed a common process, it must be stressed that this process is not exactly the same for all firms. Some firms may use licensing, subcontracting or other operation modes, instead of establishing their own foreign production or service facilities. 51 Exporting Foreign production Sales subsidiary Network of subsidiaries SubcontractingLicensing Figure2: Stage of internationalization 52 Some firms go through the various steps rapidly whereas others evolve slowly over many years, although recent studies have identified a speeding up of the process. For example, some firms are able to accelerate the process through acquisitions, thus leapfrogging over intermediate steps. 53 Nor do all firms follow the same sequence of stages as they internationalizesome firms can be driven by external factors such as host-government action( for example, forced into a joint venture), or an offer to buy a company. Others are formed expressly with the international market in mindoften referred to as born globals. In other words, the number of steps. Or stages, along the path to multinational status varies from firm to firm, as the time frame involved. 54 Export This typically is the initial stage for manufacturing firms entering international operations. As much, it rarely involves much organizational response until the level of export sales reaches a critical point. Of course, simply exporting may be difficult for service companies (such as legal firms ) so that they may be forced to make an early step into foreign direct investment operations (via a branch office or joint venture) 55 Exporting often tends to be handled by an intermediary (for example, a foreign agent or distributor, as local market knowledge is deemed critical). As export sales increase, however, an export manager may be appointed to control foreign sales and actively new markets. This person is commonly from the domestic operations. Further growth in exporting may lead to the establishment of an export department at the same level as the domestic sales department. 56 Figure3: Export department Managing Director Production Manager Marketing/Sales Manager HR Manager Domestic sales Export Sales Finance Manager 57 Sales subsidiary As the firm develops expertise in foreign markets, agents and distributors are often replaced by direct sales with the establishment of sales subsidiaries or branch offices in the foreign market countries. 58 This stage may be prompted by problems with foreign agents, more confidence in the international sales activity, the desire to have greater control and/or the decision to give greater support to the exporting activity, usually due to its increasing importance to the overall success of the organization. The export manager may be given the same authority as other functional managers, as illustrated in Figure 3. 59 Managing Director Production marketing HR Manager Exports Sales Subsidiary Finance Figure4: Sales subsidiary Export Manager 60 Exporting is still controlled at corporate headquarters, but the firm must make a decision regarding the coordination of the sales subsidiary, including staffing. If it wishes to maintain direct control, reflecting an ethnocentric attitude, it opts to staff the sales subsidiary from its headquarters through use of parent country nationals (PCNs); If it regards country-specific factors-such as knowledge of the foreign market, language, sensitivity to host-country needs-as important, it may staff the subsidiary with host country nationals (HCNs). However, it would appear that many firms use PCNs in key sales subsidiary positions. 61 International Division With the spread of international activities, typically the firm establishes what has been referred to as miniature replicas, as the foreign subsidiaries are structured to mirror that of the domestic organization. The subsidiary manager report to the head of the international division, and there may be some informal reporting to the various functional heads directly 62 Many firms at this stage of internationalization are concerned about maintaining control of the newly established subsidiary, and will place PCNs in all key positions in the subsidiary. However, some firms decide that local employment conditions require local handling and place an HCN in charge of the subsidiary HR function, thus making an exception to the overall ethnocentric approach. Others may play HCNs in several key positions, including HRM, to comply with host-government directives. 63 Figure5: International division Production marketing HR Manager Subsidiary Country A Finance Domestic Division (product A) Managing Direct