CH02EnvironmentofHRM(人力资源管理-南京大学,赵署明)ppt课件

1、Review QuestionsWhat are some of the rapid emerging signs of globalization?What are the major differences between domestic HRM and international HRM?What should International HR managers do when they meet IHRM problems of staffing, training and development, performance appraisal, compensation and be

2、nefit, labor relations, health and safety?What issues do the video-tapes discuss?Lecture TwoEnvironment of HRMHow does the environment affect HRM?IssuesWhat is the development of international business?What is the impact of the environment on HRMWhat is the influences of legal environment upon HRM?W

3、hat organizational factors affect HR activities? What are global HRM strategies?The International Business and HRMI. Development of International BusinessStages:Foreign TradeSales SubsidiaryInternational DivisionMultinational Enterprise (MNE)GlobalizationAlliances, Partnerships, and ConsortiaII. Env

4、ironmental Factors Affecting HRMExternal Environment: the labor forcelegal considerationssocietyunionshareholders,competitioncustomerstechnologythe economyEnvironmental Factors Affecting HRMNAFTA, EU, APEC9.11 Terrorist AttackSARSTidal Wave, Tsunami, (December 2004, 160,000 died)Market Economic Syst

5、emGlobal VillageLabor Migration Living Standards and PovertyEnvironment ProtectionEnvironmental Factors Affecting HRMTechnology: Supersonic Airplane, Sonys Wireless board, Airbus A380 with 555 seatsInformation Technology: Telegram, Telex, Fax, Internet Biotech: bioinformaticsEnergy Technology: Elect

6、ric CarEnvironmental Factors Affecting HRMKnowledge Economy vs Traditional Economy: knowledge and Innovation Competition for Source, Market, and TimeCorporate Strategy: CostDifferentiation Virtual OrganizationCapital vs. Human CapitalTraining and Career DevelopmentCompetition on StandardsSuper firms

7、 sell StandardsFirst class firms sell BrandSecond class firms sell TechnologyThird class firms sell ProductsFourth class firms sell laborEnvironmental Factors Affecting HRMInternal Environment:operationsmarketingfinanceR&DAccountingExternal AnalysisOpportunitiesThreatsInternal AnalysisStrengthsWeakn

8、essStrategic ChoiceMissionGoalsLegal Environment: Types of DiscriminationAge DiscriminationReligious DiscriminationRacial DiscriminationSexual DiscriminationSexual Harassment III. The Organizational Context: the Path to global StatusExport departmentSales SubsidiaryInternational DivisionGlobal Produ

9、ct DivisionGlobal Area Divisionthe MatrixBeyond the MatrixU.S., European, and Japanese Structural ChangesControl Mechanisms in the Networked MNCLinking Operation Mode and HRMDeterminants of IHRM Approaches and ActivitiesManaging the Diverse WorkforceIV. Managing the Diverse Workforceagefunctional sp

10、ecialtyprofessionsexual orientationgeographic originlifestyletenure with organization or positionComponents and Characteristics of CultureDefinitiona way of life shared by members of some social groupOlder members of the group pass to younger onesshapes behavior and structures perception of the worl

11、dCulture.Components and Characteristics of CultureThinking (ideas): values, beliefs, myths, and folkloreDoing (norms): laws, status, customs, regulations, ceremonies, fashions, and etiquetteLiving (materials): food, clothing, natural resources, tools, etc. VI. Factors Influencing the Cultural Enviro

12、nmentreligioneducationeconomicspoliticsfamilyclass structurelanguagehistorynatural resources/ geographyReligion plays an important role in the difference of culture.VII. Levels of CultureCorporate cultureEthnic cultureRegional cultureNational cultureGlobal cultureVIII. Diversity in the WorkplaceThe

13、issue of diversity is one reality of being globally competitive. The challenge of managers in the coming decades will be to recognize that people with common, but difference characteristics from the mainstream, often think differently, act differently, learn differently, and communicate differently.

14、 Because every person, culture, and business situation is unique, there are no simple rules for managing diversity.Diversity in the Workplace We should all need to develop patience, open-mindedness, acceptance, and cultural awareness. Only such measures can productivity be maximized.Diversity in the

15、 Workplacesingle parent and working motherdual-career couplesworkers of colorolder workerspeople with disabilitiesimmigrantsyoung persons with limited education or skilleducational level of employeesIX. Organizational Factors affect HR ActivitiesStage of internationalizationMode of operation used in

16、 the various foreign marketsMethod of control and coordinationStrategic importance of the overseas operations to total corporate profitabilityProduct StrategyTypes ofInformationOrganizationalStructureReward SystemsSelection,Training, and Developmentof PeopleTask DesignPerformanceDimension of HRM Pra

17、cticesManaging The HumanResourceEnvironment Acquiringand PreparingHumanResources Assessmentand Developmentof Human ResourceCompensatingHumanResourcesCompetitivenessBusiness CompetenceProfessionaland TechnicalKnowledgeHR ProfessionalIntegrationCompetenceAbility to Manage ChangeX. Global HRM Global HR

18、M: The use of global human resources to achieve organizational objectives without regard to geographic boundaries. Five functional areas associated with effective global HRM:Global HR planning, recruitment, and selectionGlobal training and developmentGlobal compensation and benefitsGlobal safety and

19、 health, andGlobal employee and labor relations1. Global HR Planning, Recruitment, and SelectionA Global organization must have qualified individuals in specific jobs at specific places and times to accomplished its goals. This process involves obtaining such people globally through HR planing, recr

20、uitment, and selection.Global employees can be selected from three different areas including expatriates from parent-country nationals, host-country nationals, and the third country nationals. (Mercedes-Benz was able to select the most qualified 900 employees from the 45, 000-applicant pool.)2. Glob

21、al Training and DevelopmentGlobal training and development is needed because people, jobs, and organizations are often quite different globally from the way they are domestically. The training and development process should start as soon as the workforce is selected, even before beginning global ope

22、rations if possible. (Mercedes-Benz in the States sent 165 early hires to Germany for their training. After receiving their training, these individuals, along with 70 Germans, conducted employee training in the States.) Large-scale training and development programs are essential for most global relo

23、cations.3. Global Compensation and BenefitsThe main reason that organizations relocate to other areas of the world is probably the high wage pressures that threaten their ability to compete on a global basis. Wage pressures and union inflexibility in Germany were the primary reason. (Mercedes-Benz w

24、ent global to avoid paying $30 an hour in Germany. Mercedes-Benz paid $13-$18 an hour in Alabama.)Compensation levels are usually much lower globally.Various in laws, living costs, tax policies, and other factors all must be considered when a company is established global compensation packages.4. Gl

25、obal Safety and HealthSafety and health laws and regulations vary greatly from country to country. Workplace safety varies significantly among different countries.Health care facilities across the globe show wide diversity in their state of modernization.Firms not only consider safety and health pla

26、ns, but also have disaster plans for evacuating expatriates if natural disasters, civil conflicts, or wars occur.5. Global Employee and Labor RelationsThe rate of unionism:U.S., 14.5%; Sweden, 96%; U.K., 50%;Germany, 43%; Canada, 36%; and Japan & France, 28% Although the rates appear impressive comp

27、ared with the States, unions in theses countries are generally less adversarial with management and less focused on wage gains, globalization is a major threat to wage gains worldwide. 6. Global Employee and Labor RelationsHuman resource policies and practices must be geared to deal with the global

28、differences in collective bargaining.The strength and nature of unions differ from country to country. Some countries, like Germany, even require firms to have union or worker representatives on their boards of directors. This practice is very common in European countries.7. Equal Employment Opportunity in the United States and Labor Law in ChinaThe U.S. Civil Rights Act (1964): An employer cannot discriminate on the basis of race, color, religion, sex, or nation origin with respect to employmentChinas Labor Law (1995)XI. Barriers to