国际人力资源管理2

1 InternationalHumanResourceManagementLaborrelationandhumanresourcemanagementDepartment PHDLogisticsmanager 2 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 3 Imaginationismoreimportantthanknowledge AlbertEinstein 4 Attitudeiseverything 态度决定一切 5 Goalsetting 目标问题 6 行动 行动 再行动 Action 7 Quittersneverwin winnersneverquit 锲而不舍 终将成功 8 RelatedCourses 1 Management 2 OrganizationalBehavior 3 HumanResourceManagement 4 internationalbusinessmanagement 5 Crossculturemanagement 6 InternationalEnterprizeHRM 9 TextBooks ArthurSherman GeorgeBohlander ScottSnell 东北财经大学出版社 1998年4月第1版 PeterJ Dowling DeniceE Welch ThomsonLearning 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GaryDessler HumanResourceManagement 9thEdition PrenticeHall 2005 10 10 Supplementaryreadings 第五项修炼 学习型组织的艺术与实务 TheFifthDiscipline TheArt PracticeofTheLearningOrganization 彼得 圣吉 PeterM Senge 基业长青 BuilttoLast SuccessfulHabitsofVisionaryCompanies 吉姆 柯林斯 JamesC Collins 杰里 波拉斯 JerryI Porras 追求卓越 InsearchofExcellence LessonsfromAmerica sBest RunCompanies 彼得斯 ThomasPeters 罗伯特 沃特曼 RobertH Waterman 公司再造 ReengineeringtheCorporation AManifestoforBusinessRevolution 迈克尔 哈默 MichaelHammer 詹姆斯 钱皮 JamesA Champy 竞争优势 CompetitiveAdvantage CreatingandSustainingSuperiorPerformance 迈克尔 波特 MichaelE Porter 11 CourseDesign WhatisIHRMManagingAcrossBordersInternationalStaffingTrainingAndDevelopmentRe entryandCareerissuesPerformanceAppraisalCompensationManagementInternationalOrganizationAndLaborRelations 12 WhatisIHRM 1 CompetitiveAdvantagethroughpeoplePeoplehavealwaysbeencentraltoorganizations buttheirstrategicimportanceisgrowingintoday sknowledgeindustries Anorganization ssuccessincreasinglydependsontheknowledge skills andabilitiesofemployees particularlyastheyhelpestablishasetofcorecompetenciesthatdistinguishanorganizationfromitscompetitors anorganizationcanachieveasustainedcompetitiveadvantagethroughpeople 13 2 definethegeneralfieldofHRMHumanresourcemanagement HRM encompassesthoseactivitiesdesignedtoprovideforandcoordinatethehumanresourcesofanorganization Humanresourcemanagementisamoderntermforwhathastraditionallybeenreferredtoaspersonneladministrationorpersonnelmanagement SomeexpertsbelievepersonnelmanagementismuchnarrowerandmoreclericallyorientedthanHRM 14 3 MajorfunctionsofHRMHRMreferstothoseactivitiesundertakenbyanorganizationtoutilizeitshumanresourceseffectively Theseactivitieswouldincludeatleastthefollowing Humanresourceplanning recruitmentandselection Humanresourcedevelopment Compensation Remuneration andbenefits Safetyandhealth Employeeandlaborrelations Humanresourceresearch 15 4 Goingglobal Forallpracticalpurposes allbusinesstodayisglobal Thoseindividualbusinesses industries firms andwholesocietiesthatclearlyunderstandthenewrulesofdoingbusinessinaworldeconomywillprosper thosethatdonotwillperish IanMitroff 16 4 Goingglobal CapitalraisedinLondonintheEurodollarmarketbyaBelgium basedcorporationmayfinancetheacquisitionofmachinerybyasubsidiarylocatedinAustralia Clothingfordolls sewninChineseonJapanesemachinestoU S specificationsmaybeshippedtoNorthernMexicoforassemblywithothercomponentsintodollsbeingmanufacturedbyaU S companyforsaleinNewYorkandLondonduringtheChristmasseason 17 4 GoingglobalInordertogrowandprosper manycompaniesareseekingbusinessopportunitiesinglobalmarkets Competitionandcooperationwithforeigncompanieshavebecomeincreasinglyimportantfocalpointsforbusinesssincetheearly1980s Globalizationinfluencesapproximately70to85percentofU S economyandaffectsthefreetradeamongcountries 18 4 GoingglobalGlobalizationinfluencesthenumberandkindsofjobsthatareavailableandrequiresthatorganizationsbalanceacomplicatedsetofissuesrelatedtomanagingpeopleindifferentgeographies cultures legalenvironments andbusinessconditions HRfunctionssuchasstaffing training compensation andthelikehavetobeadjustedtotakeintoaccountthedifferencesinglobalmanagement 19 4 GoingglobalVirtuallyanytypeofinternationalproblem inthefinalanalysis iseithercreatedbypeopleormustbesolvedbypeople Hence havingtherightpeopleintherightplaceattherighttimeemergesasthekeytoacompany sinternationalgrowth Ifwearesuccessfulinsolvingthatproblem Iamconfidentwecancopewithallothers 20 5 ApproachestoInternationalHRMThefieldofinternationalHRMischaracterizedbythreebroadapproaches Earlyworkinthisfieldemphasizedacrossculturalmanagementapproachandexaminedhumanbehaviorwithinorganizationsfromaninternationalrespective AsecondapproachdevelopedfromthecomparativeindustrialrelationsandHRMliteratureseekstodescribe compare andanalyzeHRMsystemsinvariouscountries AthirdapproachseekstofocusonaspectsofHRMinmultinationalfirms 21 6 DefiningInternationalHRM WenowconsiderwhichactivitieschangewhenHRMgoesinternational AnarticlebyMorgan 1986 onthedevelopmentofinternationalHRMpresentsamodelofinternationalHRMthatconsistsofthreedimensions HRactivities procurement allocation utilisationTypesofemployees HCNs PCNs TCNsCountryofoperation Host Home HQ Other 22 HumanResourceActivities ProcureAllocateUtilize Host countrynationals HCNs Parent countrynationals PCNs Third countrynations TCNs Typeofemployees Host Home Other countries 23 6 DefiningInternationalHRM MorgandefinesIHRMastheinterplayamongthesethreedimensions humanresourceactivities typesofemployees andcountriesofoperation WecanseethatinbroadtermsinternationalHRMinvolvesthesameactivitiesasdomesticHRM e g procurementreferstoHRplanningandstaffing however domesticHRMisinvolvedwithemployeeswithinonlyonenationalboundary 24 7 Whatisanexpatriate OneobviousdifferencebetweendomesticandinternationalHRMisthatstaffaremovedacrossnationalboundariesintovariousroleswithintheinternationalfirm sforeignoperations theseemployeeshavetraditionallybeencalled expatriates Anexpatriateisanemployeewhoisworkingandtemporarilyresidinginaforeigncountry 25 ParentcountryHQ operations Subsidiaryoperation countryA Subsidiaryoperation countryB PCNs HCNs HCNs PCNs TCNs Nationalborder Nationalborder 26 8 DifferencesbetweendomesticandinternationalHRM Inourview thecomplexitiesofoperatingindifferentcountriesandemployingdifferentnationalcategoriesofworkersisakeyvariablethatdifferentiatesdomesticandinternationalHRM ratherthananymajordifferencesbetweentheHRMactivitiesperformed ItisworthwhileexaminingingreaterdetailwhatismeantbythestatementthatinternationalHRMismorecomplexthandomesticHRM 27 DowlinghassummarizedtheliteratureonsimilaritiesanddifferencesbetweeninternationalanddomesticHRMandarguesthatthecomplexityofinternationalHRcanbeattributedtosixfactors 1 MoreHRactivities 2 Theneedforabroaderperspective 3 Moreinvolvementinemployees personallives 4 Changesinemphasisastheworkforcemixofexpatriatesandlocalsvaries 5 Riskexposure and 6 Broaderexternalinfluences 28 1 MoreHRactivitiesTooperateinaninternationalenvironment ahumanresourcesdepartmentmustengageinanumberofactivitiesthatwouldnotbenecessaryinadomesticenvironment internationaltaxation internationalrelocationandorientation administrativeserviceforexpatriates host governmentrelations andlanguagetranslationservices 29 2 TheneedforabroaderperspectiveHRmanagersworkinginaninternationalenvironmentfacetheproblemofdesigningandadministeringprogramsformorethanonenationalgroupofemployees e g PCN HCNandTCNemployeeswhomayworktogetherinZurichattheEuropeanregionalheadquartersofaUS basedmultinational theyneedtotakeabroaderviewofissues 30 Forexample abroader moreinternationalperspectiveonexpatriatebenefitswouldendorsetheviewthatallexpatriateemployees regardlessofnationality shouldreceiveaforeignserviceorexpatriatepremiumwhenworkinginaforeignlocation ComplexequityissuesarisewhenemployeesofvariousnationalitiesworktogetherandtheresolutionoftheseissuesremainsoneofthemajorchallengesintheIHRMfield 31 3 Moreinvolvementinemployees personallivesAgreaterdegreeofinvolvementinemployees personallivesisnecessaryfortheselection trainingandeffectivemanagementofbothPCNandTCNemployees TheHRdepartmentneedstoensurethattheexpatriateemployeeunderstandshousingarrangement healthcareandallaspectsofthecompensationpackageprovidedfortheassignment cost of livingallowances premium taxesandsoon 32 4 ChangesinemphasisastheworkforcemixofexpatriatesandlocalsvariesAsForeignoperationsmature theemphasisputonvarioushumanresourceactivitieschange Forexample astheneedforPCNsandTCNsdeclineandmoretrainedlocalsbecomeavailable resourcespreviouslyallocatedtoareassuchasexpatriatetaxation relocationandorientationaretransferredtoactivitiessuchaslocalstaffselection trainingandmanagementdevelopment 33 5 RiskexposureFrequently thehumanandfinancialconsequencesoffailureintheinternationalarenaaremoreseverethanindomesticbusiness Forexample expatriatefailureandunderperformancewhileoninternationalassignmentarepotentiallyhigh costproblemsforinternationalcompanies Someaspectsofriskexposurearerelevanttocurrencyexchangerates terrorism thevalidityofthesupervision 34 6 BroaderexternalinfluencesThemajorexternalfactorsthatinfluenceIHRMarethetypeofgovernment thestateoftheeconomyandthegenerallyacceptedpracticesofdoingbusinessineachofthevarioushostcountriesinwhichthemultinationaloperates Ahostgovernmentcan forexample dictatehiringprocedures ashasbeenthecaseinMalaysia 35 Thegovernmentduringthe1970sintroducedarequirementthatforeignfirmscomplywithanextensivesetofaffirmativeactionrulesdesignedtoprovideadditionalemploymentopportunitiesfortheindigenousMalayswhoconstitutethemajorofthepopulationbuttendtobeunder representedinbusinessandprofessionalemploymentgroupsrelativetoChineseMalayandIndianMalays 36 9 VariablesthatmoderatedifferencesbetweendomesticandinternationalHRMThecomplexityinvolvedinoperatingindifferentcountriesandemployingdifferentnationalcategoriesofemployeesisakeyvariablethatdifferentiatesdomesticandinternationalHRM ratherthananymajordifferencesbetweentheHRMactivitiesperformed Inadditiontocomplexity therearefourothervariablesthatmoderatedifferencesbetweendomesticandinternationalHRM 37 Thesefourmoderatorsare 1 Thecultureenvironment 2 Theindustry orindustries withwhichthemultinationalisprimarilyinvolved 3 Theextentofrelianceofthemultinationalonitshome countrydomesticmarketand 4 Theattitudesofseniormanagement 38 ThecultureenvironmentApersonisnotbornwithagivenculture rather sheorheacquiresitthroughthesocializationprocessthatbeginsatbirth anAmericanisnotbornwithalinkingforhotdogs oraGermanwithanaturalpreferenceforbeer thesebehavioralattributesareculturallytransmitted Phatak 1995 39 Formanyresearchers culturehasbecomeanomnibusvariable representingarangeofsocial historic economicandpoliticalfactorsthatareinvokedposthoctoexplainsimilarityordissimilarityintheresultsofastudy AsBhagatandMcQuaidhavenoted Culturehasoftenservedsimplyasasynonymfornationwithoutanyfurtherconceptualgrounding Ineffect nationaldifferencesfoundinthecharacteristicoforganizationsortheirmembershavebeeninterpretedasculturaldifferences 40 Itisnowgenerallyrecognizedthatculturallyinsensitiveattitudeandbehaviorsstemmingfromignoranceorfrommisguidedbeliefs mywayisbest or whatworksathomewillworkhere notonlyareinappropriatebutoftencauseinternationalbusinessfailure Therefore anawarenessofculturaldifferencesisessentialfortheHRmanageratcorporateheadquartersaswellasinthehostlocation 41 IndustrytypePortersuggeststhattheindustry orindustriesifthefirmisaconglomerate inwhichamultinationalfirmisinvolvedisofconsiderableimportancebecausepatternsofinternationalcompetitionvarywidelyfromoneindustrytoanother Atoneendofthecontinuumofinternationalcompetitionisthe