全球性人力资源管理.ppt

获取竞争优势的人力资源管理之九Human resource management Gaining a competitive advantageInternational human resource management全球性人力资源管理When you finish the chapter, you should 1,Explain the definition of international human resource management解释全球性人力资源管理的定义 2.discuss the The Factors That Impact the International Human Resource Management 讨论影响国际企业人力资源管理的因素 3 explain the process From domestic HRM to international HRM解释从国内人力资源管理到国际企业人力资源管理的过程4 indicate Executive nationality staffing policies 指出国际企业高层管理人员的人事政策1. The globalization of business企业全球化1.1 The Overview of Globalization全球化的概念nThe environment is forcing managers to seek gain a competitive advantage for globalization ---the global markets and cheap labor force. 企业的竞争环境迫使其向全球化方向发展， 拥有全球性的市场以 及劳动力资源。

nFirms are beginning to recognize that finding and nurturing the human resource required to implement an international strategy is of critical importance企业已经认识到获得并培养充分的人力 资源对实现全球化战略的重要意义• European Union（欧盟）. The signing of the Masstricht Treaty in February 1992,created the formation of a 12 nations EU. This treaty united the 380 million people of Belgium, Denmark, France, Greece, Ireland, Italy, Luxembourg, the Netherlands, Portugal, Spain, the United Kingdom, Germany., Austria, Finland, and Sweden. As a single market, there are no national barriers to travel , employment, investment, and trade.EU is the largest economic market in the world with a gross domestic product in 1992 of $8 trillion. • North American Free Trade Agreement（北美自由贸易区）. Mexico, Canada, and U.S.A . it opened a vast market of over 363 million consumers, its gross domestic product of 8.7 trillion in 1992. All barriers to free trade such as tariffs, import licensing requirements, and customs user fees be limited, and the long term benefits of job creation , market development and increasing living standards for all three countries. • Asia Pacific Economic Cooperation（亚太经济贸易区）1.2 Defining International Human Resource Management全球性人力资源管理的定义nAn organization effectively utilize its human resource in the international enterprises and cross-culture environment在国际企 业和跨文化环境里对人力资源进行的管理。

nThe three broad human resource functions of procurement, allocation, and utilization 三种人力资源管理功能：获得，安置， 利用nThe three national categories human resource management activities 三种人力资源管理活动范畴：东道国，母国，第三国nThe three types of employees of an international enterprise:host -country national(HCNs), parent-country national(PCNs), third- country national(HCNs) 三种国际企业人力资源来源：东道国人 力资源，总公司派出人员，第三国人员1.3 国际企业人力资源管理的特征nMore functions and activities更多的职能和活动nBroader perspective 更广泛的视野nMore involvement in employees’ personal lives更多参与员工个人生活nChanges in emphasis as the workforce mix of expatriates and local varies劳动力多元化的改变nRisk exposure 风险性nMore external influences 更多的外部影响1.4 More Functions and Activities国际 企业人力资源管理的重要职能nInternational compensation and taxation员工薪 资报酬和税收补贴管理费用nInternational relocation and orientation外派人员 的重新安置和上岗nAdministrative services for expatriates对外派人员 的行政管理nHost government relations和东道国政府的关系nLanguage translation services语言进修服务2. The Factors That Impact the International Human Resource Management 影响全球性人力资源管理的因素cultureEducation Human capitalHuman Resource Management Economic institutionPolitic and law institutions2.1The Definition of Culture文化的定义nHosted: the collective important programming of the mind which distinguishes the members of one human group from another.将一个社会群体 和另一个社会群体区别开的组织成员共有的重要假设nValues of the five indices for deferent countries五个文化维度 ：nPower distance权利差距nIndividualism-collectivism个人主义集体主义nMasculinity-femininity雄性雌性nUncertainty avoidance风险规避nLong-term short-term orientation长期短期取向性Power distanceindividualis mmasculinit yuncerta intyLong-term orientation USA40L91H62H46L29L GER35L67H66H65M31M JPN54M45M95H92H80H FRA68H71H43M86H30L NET38L80H14L53M44M HOK68H25L57H29L96H IDO78H14L46M48L25L CHI80H**20L*50M60M*118H2.2 The important of cultural awareness 文化意识的重要性nIgnorance cultural awareness not only are inappropriate but often cause international business failure.忽视文化意识，不仅仅是不合适宜，而且还会导 致国际企业的失败。

nAdjusting to a new cultural environment can cause many problemsAnd coping with cultural differences and recognizing how and when differences are relevant is a constant challenge for the international managers.在一个新的 文化环境可能引起许多问题，如何适应不同的文化环境始终是跨国企业 管理者要面对的挑战nMore creative and effective ways of management may be developed as a result of cross-cultural learning 通过跨文化 学习可以开发出更有创造性，更有成效的管理方法3.Internationalization 企业成长战略中的国际参与的不同层次domesticinternationalglobalmultinationalHeadquarterHeadquarterHeadquarterHeadquarterdivisiondivisiondivisiondivisiondivision3.1 From domestic HRM to international HRM企业人力资源管理国际化过程Product, market, technologyDomestic HRMManagement Risk, uncertainty, Information asymmetry Cultural diversity Geographic dispersion OrganizationInternational HRMSocial,cultural Legal, political environment3.2 Evolution and Growth of International business国际企业的成长战略特征International 。