国际企业管理9

InternationalBusiness7ebyCharlesW.L.HillMcGraw-Hill/IrwinCopyright©2009byTheMcGraw-HillCompanies,Inc.Allrightsreserved.Chapter18GlobalHumanResource（人力资源）Management燕山大学经管学院工商管理系2010年春季学期18-3OpeningCase:联想你如何评价联想收购后的人力资源政策？联想为什么任命美国人为CEO，为什么将总部迁往美国？18-4LearningobjectivesArticulatethestrategicroleofhumanresourcemanagementintheinternationalbusiness.Discusstheprosandconsofdifferentapproachestostaffingpolicyintheinternationalbusiness.Explainwhymanagersmayfailtothriveinforeignpostings.Articulatehowmanagementdevelopmentandtrainingprogramscanincreasethevalueofhumancapitalintheinternationalbusinessfirm.Explainhowandwhyperformanceappraisalsystemsmightvaryacrossnations.Explainhowandwhycompensationsystemsmightvaryacrossnations.18-5IntroductionHumanresourcemanagement(HRM)（人力资源管理）referstotheactivitiesanorganizationcarriesouttoutilizeitshumanresourceseffectivelyTheseactivitiesinclude:determiningthefirm'shumanresourcestrategystaffing（人员配备）performanceevaluation(绩效评估）managementdevelopment（管理发展）Compensation（薪酬）laborrelations（劳工关系）18-6IntroductionHRMcanhelpthefirmreducethecostsofvaluecreationandaddvaluebybetterservingcustomerneedsHRMismorecomplexinaninternationalbusinessbecauseofdifferencesbetweencountriesinlabormarkets,culture,legalsystems,economicsystems,andsoonHRMmustalsodeterminewhentouseexpatriatemanagers(外派经理）citizensofonecountryworkingabroad),whoshouldbesentonforeignassignments,howtheyshouldbecompensated,howtheyshouldbetrained,andhowtheyshouldbereorientedwhentheyreturnhome18-7TheStrategicRoleOfInternationalHRMFirmsneedtoensurethereisafitbetweentheirhumanresourcespracticesandstrategyInordertocarryoutastrategyeffectively,employeesneedtherighttraining,anappropriatecompensationpackage,andagoodperformanceappraisalsystem18-8TheStrategicRoleOfInternationalHRMFigure18.1:TheRoleofHumanResourcesinShapingOrganizationalArchitecture18-9StaffingPolicyAfirm’sstaffingpolicyisconcernedwiththeselectionofemployeeswhohavetheskillsrequiredtoperformaparticularjobAstaffingpolicycanbeatoolfordevelopingandpromotingthefirm’scorporateculture(theorganization’snormsandvaluesystem)Astrongcorporateculturecanhelpthefirmimplementitsstrategy18-10TypesOfStaffingPolicyTherearethreemainapproachestostaffingpolicywithininternationalbusinesses:1.theethnocentricapproach（以母国为中心）2.thepolycentricapproach（以多国为中心）3.thegeocentricapproach（以全球为中心）18-11ClassroomPerformanceSystemThethreetypesofstaffingapproachesforinternationalfirmsincludeallofthefollowingexcepta)Transnationalb)Ethnocentricc)Geocentricd)Polycentric18-12TypesOfStaffingPolicy1.Theethnocentricapproachtostaffingpolicyfillskeymanagementpositionswithparent-countrynationalsItmakessenseforfirmswithaninternationalstrategyFirmsthatpursueanethnocentricpolicybelievethat:thereisalackofqualifiedindividualsinthehostcountrytofillseniormanagementpositionsitisthebestwaytomaintainaunifiedcorporateculturevaluecanbecreatedbytransferringcorecompetenciestoaforeignoperationviaparentcountrynationals18-13TypesOfStaffingPolicyTheethnocentricstaffingpolicyisnolongerpopularwithmostfirmsbecause:itlimitsadvancementopportunitiesforhostcountrynationalsitcanleadtoculturalmyopia18-14TypesOfStaffingPolicy2.Thepolycentricstaffingpolicyrecruitshostcountrynationalstomanagesubsidiariesintheirowncountry,andparentcountrynationalsforpositionsatheadquartersItmakessenseforfirmspursuingalocalizationstrategyThepolycentricapproach:canminimizeculturalmyopiamaybelessexpensivetoimplementthananethnocentricpolicy18-15TypesOfStaffingPolicyTherearetwodisadvantagestothepolycentricapproach:hostcountrynationalshavelimitedopportunitiestogainexperienceoutsidetheirowncountryandthuscannotprogressbeyondseniorpositionsintheirownsubsidiaries.agapcanformbetweenhostcountrymanagersandparentcountrymanagers18-16TypesOfStaffingPolicy3.Thegeocentricstaffingpolicyseeksthebestpeople,regardlessofnationalityforkeyjobsThisapproachisconsistentwithbuildingastrongunifyingcultureandinformalmanagementnetworkItmakessenseforfirmspursuingeitheraglobalortransnationalstrategyImmigrationpoliciesofnationalgovernmentsmaylimittheabilityofafirmtopursuethispolicy18-17TypesOfStaffingPolicyThegeocentricapproach:enablesthefirmtomakethebestuseofitshumanresourcesbuildsacadreofinternationalexecutiveswhofeelathomeworkinginanumberofdifferentculturescanbelimitedbyimmigrationlawsiscostlytoimplement18-18TypesOfStaffingPolicyTable18.1:ComparisonofStaffingApproaches18-19ClassroomPerformanceSystemFirmsusing_______fillallkeymanagementpositionswithparent-countrynationals.a)Anethnocentricstaffingpolicyb)Ageocentricstaffingpolicyc)Apolycentricstaffingpolicyd)Atranscentricstaffingpolicy18-20ClassroomPerformanceSystemWhenafirmwantstopursueatransnationalstrategy,a_________approachtostaffingmakessense.a)Ethnocentricb)Geocentricc)Polycentricd)Transcentric18-21ExpatriateManagersExpatriatefailureistheprematurereturnofanexpatriatemanagertohisorherhomecountryBetween16and40percentofallAmericanexpatriatesindevelopedcountriesfailtocompletetheirassignments,andalmost70percentofAmerican