国际人力资源管理最新版本ppt课件

.,1,InternationalHumanResourceManagementLaborrelationandhumanresourcemanagementDepartment,.,2,RelatedCourses,1、Management2、OrganizationalBehavior3、HumanResourceManagement4、internationalbusinessmanagement5、Crossculturemanagement6、InternationalEnterprizeHRM,.,3,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,.,4,Supplementaryreadings,第五项修炼：学习型组织的艺术与实务（TheFifthDiscipline:TheArtbutonly$5inHongKong,$1.75inMexicoand$0.50inSriLanka.Capitalandjobsmovingtodevelopingcountries;theirpurchasingpowerforimportedgoodsgrowingrapidly.,.,7,HumanResourceActivities,ProcureAllocateUtilize,Host-countrynationals(HCNs)Parent-countrynationals(PCNs)Third-countrynations(TCNs)Typeofemployees,Host,Home,Other,countries,AmodelofIHRM,.,8,Themajordifferencesbetweendomesticandinternationalstaffingarethefirmspredispositiontowardswhoshouldholdkeypositionsinheadquartersandsubsidiaries(ethnocentric，polycentric，regiocentricandgeocentric)，theconstraintimposedbyhostgovernmentsandthefirmsabilitytoattracttherightcandidatesFurther,asmostexpatriatesarerecruitedinternallyratherthanexternally,PersuadingmanagerstoreleasetheirbestemployeesforinternationalassignmentsisemergingasakeyroleforcorporateHR.,Differences,.,9,1、Recruitment2.1TodefineRecruitment2.2Approachestostaffing2.3Aphilosophytowardstaffing2.4InfluenceFactors,.,10,2.1TodefineRecruitmentRecruitmentisdefinedassearchingforandobtainingpotentialjobcandidatesinsufficientnumbersandqualitysothattheorganizationcanselectthemostappropriatepeopletofillitsjobneeds,.,11,2.2Approachestostaffing,Therearestaffingissuesthatinternationalizingfirmsconfrontthatareeithernotpresentinadomesticenvironmentorarecomplicatedbytheinternationalcontextinwhichtheseactivitiestakeplace.,.,12,Forexample,aUSMNEwishestoappointanewfinancedirectorforitsIrishsubsidiary.Itmaydecidetofillthepositionbyselectingfromfinancestaffavailableinitsparentoperations(thatis,aPCN),ortorecruitlocally(anHCN)orseekasuitablecandidatefromoneofitsotherforeignsubsidiaries(aTCN).,.,13,Howitrespondsispartlydeterminedbyfactorssuchas:itsgeneralstaffingpolicyonkeypositioninheadquartersandsubsidiaries（thatis,ethnocentrism,polycentrism,geocentrismandregiocentrism）TheconstrainsplacedbythehostgovernmentonhiringpoliciesStaffavailability,.,14,Fourprimaryattitudes,TheIHEMliteratureusesfourtermstodescribeMNEapproachestomanagingandstaffingtheirsubsidiaries.Thesetermstakenfromtheseminalworkofperlmutter,whoclaimedthatitwaspossibletoidentifyamonginternationalexecutivesthreeprimaryattitudesethnocentric,polycentric,geocentrictowardsbuildingamultinationalenterprise,basedontopmanagementassumptionsuponwhichkeyproduct,functionalandgeographicaldecisionweremade.,.,15,Todemonstratethesethreeattitudes,Perlmutterusedaspectsoforganizationaldesign,suchasdecision-making,evaluationandcontrol,informationflowsandcomplexityoforganization.Healsoincludedperpetuation,whichhedefinedasrecruiting,staffing,development.Afourthattitude-regiocentric-wasaddedlater.,.,16,localresponsiveness,GlobalIntegrity,Low,High,High,Ethnocentric,Geocentric,Regiocentric,Polycentric,.,17,Weshallconsidertheconnectionbetweenthesefourcategoriesandstaffingpracticesandexaminetheadvantagesanddisadvantageofeachapproach.,.,18,Ethnocentric,Fewforeignsubsidiarieshaveanyautonomyandstrategicdecisionaremadeatheadquarters.Keypositionsindomesticandforeignoperationsareheldbyheadquarterpersonnel.Subsidiariesaremanagedbystafffromthehomecountry(PCNs).,.,19,Thereareoftensoundbusinessreasonsforpursuinganethnocentricstaffingpolicy:aperceivedlackofqualifiedhost-countrynationals(HCNs).Theneedtomaintaingoodcommunication,coordinationandcontrollinkswithcorporateheadquarters.,.,20,Forfirmsattheearlystagesofinternationalization,anethnocentricapproachcanreducetheperceivedhighrisk.Whenamultinationalacquireafirminanothercountry,itmaywishinitiallytoreplacelocalmanagerswithPCNstoensurethatthenewsubsidiarycomplieswithoverallcorporateobjectivesandpolicies,orbecauselocalstaffmaynothavetherequiredlevelofcompetence.,.,21,Thus,anethnocentricapproachtoaparticularforeignmarketsituationcouldbeperfectlyvalidforaveryexperiencedmultinational.Havingyourownperson,inwhomyoucanplaceadegreeoftrusttodotherightthing,canmoderatetheperceivedhighriskinvolvedinforeignactivities.,.,22,Anethnocentricpolicy,however,hasanumberofdisadvantages:ItlimitsthepromotionopportunitiesofHCNs,whichmayleadtoreducedproductivityandincreasedturnoveramongthatgroup.Theadaptationofexpatriatemanagerstohostcountriesoftentakesalongtime,duringwhichPCNsoftenmakemistakesandpoordecisions.,.,23,.,24,whenPCNandHCNcompensationpackagesarecompared,theoften-considerableincomegapinfavorofPCNsisviewedbyHCNsasunjustified.Formanyexpatriatesakeyoverseaspositionmeansnewstatus,authorityandanincreaseinstandardofliving.Thesechangesmayaffectexpatriatessensitivitytotheneedsandexpectationsoftheirhost-countysubordinates.,.,25,PolycentricTheMNEtreatseachsubsidiaryasadistinctnationalentitywithdecision-makingautonomy.Subsidiariesareusuallymanagedbylocalnationals(HCNs),whoareseldompromotedtopositionsatheadquarters,andPCNsarerarelytransferredtoforeignsubsidiaryoperations.,.,26,Themainadvantagesofapolycentricpolicyare:EmployingHCNseliminateslanguagesbarriers,avoidstheadjustmentproblemsofexpatriatemanagersandtheirfamiliesandremovestheneedforexpensiveculturalawarenesstrainingprograms.EmploymentofHCNsallowsamultinationalcompanytotakealowerprofileinsensitivepoliticalsituations.,.,27,EmploymentofHCNsislessexpensive,evenifapremiumispaidtoattracthigh-qualityapplicants.Givescontinuitytothemanagementofforeignsubsidiaries.Thisapproachavoidstheturnoverofkeymanagersthat,byitsverynature,resultsfromanethnocentricapproach.,.,28,Anethnocentricpolicy,however,hasanumberofdisadvantages:BridgingthegapbetweenHCNsubsidiarymanagersandPCNmanagersatcorporateheadquarters.Languagebarriers,conflictingnationalloyaltiesandarangeofculturaldifferencesmayisolatethecorporateheadquartersstafffromthevariousforeignsubsidiaries.,.,29,CareerpathsofHCNandPCNmanagers.Host-countrymanagershavelimitedopportunitiestogainexperienceoutsidetheirowncountryandcannotprogressbeyondtheseniorpositionsintheirownsubsidiaries.Parent-countrymanagersalsohavelimitedopportunitiestogainoverseasexperience.AsheadquarterspositionsareheldonlybyPCNs,theseniorcorporatemanagementgroupwillhavelimitedexposuretointernationaloperationsand,overtime,thiswillconstrainstrategicdecision-makingandresourceallocation.,.,30,GeocentricHere,theMNEistakingaglobalapproachtoitsoperations,recognizingthateachpart(subsidiariesandheadquarters)makesauniquecontributionwithitsuniquecompetence.Itisaccompaniedbyaworldwideintegratedbusinessandnationalityisignoredinfavorofability.PCNs,HCNsandTCNscanbefoundinkeypositionsanywhere,includingthoseatseniormanagementlevelatheadquartersandontheboardofdirectors.,.,31,ForexampleTheChiefExecutiveOfficeroftheSwedishmultinationalElectroluxclaimsthat,withinthisglobalcompany,thereisnotatraditiontohiremanagingdirectorsfromSweden,orlocally,buttofindthepersonbestsuitedforthejob.Thatis,thecolorofonespassportdoesnotmatterwhenitcomestorewards,promotionanddevelopment.,.,32,Forexample,Coca-Colauseshost-countrynationalswheneverpossibleandusesU.S.expatriatesonlywhenthereisneedforaspecificsetofskillsorwhenindividualsinthehostcountryrequiredevelopment.,.,33,StaffavailabilityTimeandcostconstraintHostgovernmentrequirementsHRMpolicies,.,34,Themainadvantagesofapolycentricpolicyare:Itenablesamultinationalfirmtodevelopaninternationalexecutiveteamwhichassistsindevelopingaglobalperspectiveandaninternalpooloflaborfordeploymentthroughouttheglobalorganization.Itovercomesthefederationdrawbackofthepolycentricapproach.Itsupportscooperationandresourcesharingacrossunits.,.,35,Aswiththeotherstaffingapproaches,therearedisadvantageswithageocentricpolicy:HostgovernmentwantahighnumberoftheircitizensemployedandmayutilizeimmigrationcontrolsinordertoforceHCNemploymentifenoughpeopleandadequateskillsareunavailable.,.,36,ManyWesterncountriesrequirecompaniestoprovideextensivedocumentationiftheywishtohireaforeignnationalinsteadofalocalnationalProvidingthisdocumentationcanbetimeconsuming,expensiveand，attimes，futileAgeocentricpolicycanbeexpensivetoimplementbecauseofincreasedtrainingandrelocationcostsArelatedfactoristheneedtohavecompensationstructurewithstandardizedinternationalbasePay,whichmaybehigherthannationallevelsinmanycountries,.,37,LargenumbersofPCNs，TCNs，andHCNsneedtobesentabroadinordertobuildandmaintaintheinternationalteamrequiredtosupportageocentricstaffingpolicyToimplementageocentricstaffingpolicysuccessfully,thereforerequiresalongerleadtimeandmorecentralizedcontrolofthestaffingprocessThisnecessarilyreducestheindependenceofsubsidiarymanagementintheseissues，andthislossofautonomymayberesistedbythesubsidiary,.,38,RegiocentricThisapproachreflectsthegeographicstrategyandstructureofthemultinationalLikethegeocentricapproach，itutilizesawiderpoolofmanagersbutinalimitedway.StaffmaymoveoutsidetheircountriesbutonlywithintheparticulargeographicregionRegionalmanagersmaynotbepromotedtoheadquarterspositionsbutenjoyadegreeofregionalautonomyindecisionmaking.,.,39,Forexample,AUS-basedfirmcouldcreatethreeregions：Europe，theAmericasandAsiaPacificEuropeanstaffwouldbetransferredthroughouttheEuropeanregion(sayaBritontoGermany,aFrenchnationaltoBelgiumandaGermantoSpain)StafftransferstotheAsian-PacificregionfromEuropewouldberareaswouldtransfersfromtheregionstoheadquartersintheUSA,.,40,Theadvantagesofthisapproachare：ItallowsinteractionbetweenexecutivestransferredtoregionalheadquartersfromsubsidiariesintheregionandPCNspostedtotheregionalheadquarters.Itreflectssomesensitivitytolocalconditions，sincelocalsubsidiariesarestaffedalmosttotallybyHCNsItcanbeawayforamultinationaltomovegraduallyfromapurelyethnocentricorpolycentricapproachtoageocentricapproach,.,41,Therearesomedisadvantagesinaregiocentricpolicy：ItcanproducefederalismataregionalratherthanacountrybasisandconstraintheorganizationfromtakingaglobalstanceWhilethisapproachdoesimprovecareerprospectsatthenationallevelitonlymovesthebarriertotheregionallevelStaffmayadvancetoregionalheadquartersbutseldomtopositionsattheparentheadquarters,.,42,2.3Aphilosophytowardstaffing,Insummary,basedontopmanagementattitudes，amultinationalcanpursueoneofseveralapproachestointernationalstaffin9Itmayevenproceedonanadhocbasis，ratherthansystematicallyselectingoneofthefourapproachesdiscussedabove,.,43,ThethreesourcesofemployeesFirst,thecompanycansendpeoplefromhomecountry.Theseemployeesareoftenreferredtoasexpatriates,orhome-countrynationals.Second,itcanhirehost-countrynationals,nativesofthehostcountry,todothemanaging.Third,itcanhireThird-countrynationals,nativesofacountryotherthanthehomecountryorhostcountry.,.,44,ComparisonofAdvantagesinsourcesofoverseasManagers,Host-countrynationalsLesscostPreferenceofhost-countrygovernmentIntimateknowledgeofenvironmentandcultureLanguagefacility,Home-countrynationalsTalentavailablewithincompanyGreatercontrolMobilityExperienceprovidedtocorporateexecutives,Third-countrynationalsBroadexperienceInternationaloutlookMultilingualism,.,45,AtrendAtlaterstagesofinternationalization,thereistypicallyasteadyshifttowardtheuseofhost-countrynationals.Therearethreereasonsforthistrend:Hiringlocalcitizensislesscostlybecausethecompanydoesnothavetoworryaboutthecostsofhomeleaves,transportation,andspecialschoolingallowances.Sincelocalgovernmentsusuallywantgoodjobsfortheircitizens,foreignemployersmayberequiredtohirethem.Usinglocaltalentavoidstheproblemofemployeeshavingtoadjusttotheculture.,.,46,Recently,therehasalsobeenatrendawayfromusingonlyexpatriatesinthetopmanagementpositions.Inmanycases,U.S.companieswanttobeviewedastrueinternationalcitizens.Toavoidthestronginfluenceofthehomecountry,companiesfrequentlychangestaffingpoliciestoreplaceU.S.expatriateswithlocalmanagers.,.,47,2.4InfluencefactorsIngenerate,employeerecruitmentinothercountriesissubjecttomoregovernmentregulationthanitisintheUnitedStates.Regulationsrangefromthosethatcoverproceduresforrecruitmentemployeestothosethatgoverntheemploymentofforeignlabororrequiretheemploymentofthephysicallydisabled,warveterans,ordisplacedpersons.,.,48,ForanexampleThegovernmentduringthe1970sintroducedarequirementthatforeignfirmscomplywithanextensivesetofaffirmativeactionrulesdesignedtoprovideadditionalemploymentopportunitiesfortheindigenousMalayswhoconstitutethemajorofthepopulationbuttendtobeunder-representedinbusinessandprofessionalemploymentgroupsrelativetoChines