Group7 - International HRM
Group7 - International HRM
Group7 - International HRM
02 05
Issues in International HRM
International HRM Compensation Policy
03
Management model of International HRM
01 The Concept of
internati onal HRM
Reporter : Qu Li Mei
Th e Co ncept of International HRM
国际人力资源管理的概念
International human resource management refers to summarizing the theory and practice of human
resources management under the background of global economic integration, and discussing and studying the
human resources management in multinational corporations and enterprises. It is an extended branch of human
resource management, the result of the close connection between human resource management and the
development of the modern world economy, the latest development of human resource management into the
new century, and a new hot field of human resource management research.
国际人力资源管理是指在全球经济一体化背景下,将世界各国人力资源管理的理论与实践加以总
结,对不同文化背景以及跨国公司、各国企业中的人力资源管理问题进行探讨和研究。它是人力资源管理
学的扩展分支学科,是人力资源管理学与现代世界经济发展密切相联的结果,是人力资源管理学步入新世
纪的最新发展,是人力资源管理研究的新热点领域。
The Development of HRM
人力资源管理的发展
Human resource management is an emerging discipline that was founded in the late 1970 s. The real
history of human resource management is very short, but the idea of personnel management has a long
history. In time, the Industrial Revolution that began in the late 18th century to the 1970 s was known as
the traditional stage of personnel management. Since the late 1970 s, personnel management has
gradually given way to human resource management.
人力资源管理是一门新兴的学科正是成立于 20 世纪 70 年代末。 真正的人力资源管理的历史很
短暂但人事管理的思想却源远流长。从时间上看从 18 世纪末开始的工业革命一直到 20 世纪 70 年代这一
时期被称为传统的人事管理阶段。从 20 世纪 70 年代末以来人事管理逐渐让位于人力资源管理。
The Generation and Development of the Human Resource Concept
人力资源概念的产生及发展
The concept of "human resources" was proposed and clearly defined back in 1954 by Pedluck in his book "The
Practice of Management". After decades of theoretical and practical development, human resource management
continues to mature. People more discusses how HR management changes the role of the HR department to the
strategic partnership of enterprise management.With the rapid development of multinational corporations, human
resources management breaking through the boundaries of a country has developed to the stage of international
human resource management. International human resources management is the acquisition, allocation and effective
use of the international human resources of an enterprise.
“ 人力资源”这一概念早在 1954 年就由彼德•德鲁克在其著作《管理的实践》提出并加以明确界定。经过几十
年的理论和实践发展人力资源管理不断成熟。人们更多的探讨人力资源管理如何为企业的战略服务人力资源部门的角色
如何向企业管理的战略合作伙伴关系转变。在全球化成为不可逆转的世界潮流当今世界随着跨国公司的迅猛发展人力资
源管理突破一国的界限发展到了国际人力资源管理的阶段。国际人力资源管理就是在这一背景下结合各国不同的文化背
景和管理实践研究大到一国小到一个企业的国际人力资源获得、分配和有效使用的问题。
02 Issues in
Internati onal HRM
Reporter : Niu Kuan
I s s u e s i n i n t e r n a ti o n a l H R M
国际人力资源管理中的问题
The main problems in human resource management of multinational enterprises are as follows
1. Tense relationship between management and employees
2. Internal communication is not smooth
3. There are some difficulties in internal management
跨国企业人力资源管理中存在的问题主要有以下几个方面:
1. 管理阶层与员工关系紧张
2. 内部工作交流沟通不顺畅
3. 内部管理上存在一定难度
1 . T e n s e r e l a ti o n s h i p b e t w e e n m a n a g e m e n t a n d employees
管理阶层与员工关系紧张
The subordinate companies of multinational enterprises are all managed by their own national
staff, while the ordinary staff in the enterprises mostly recruit local staff. The culture of one's own
country has been deeply rooted in the hearts of managers and employees, so it is difficult to
completely change. Employees are difficult to adapt to foreign management in their work, and
even have serious rebellious psychology, which affects the normal operation of enterprises.
跨国企业下属公司都是由自己国家人员任职管理者,而企业内普通工作人员则多招聘当
地人员任职。自身国家的文化已经深入管理者与每位员工心中,很难彻底转变,员工在工作
中难以适应异国管理,甚至产生严重逆反心理,影响企业正常经营。
2 . I n t e r n a l c o m m u n i c a ti o n i s n o t s m o o t h
内部工作交流沟通不顺畅
There is a big difference in language and writing, resulting in communication barriers in the
work of employees, and it is difficult to carry out enterprise activities efficiently. Due to the
communication problems between managers and employees, employees may misunderstand the
instructions issued by managers, or their understanding is not thorough. It is difficult for the
management to effectively implement the major decisions, and the implementation is poor, which
has an impact on the normal operation of the enterprise. The lack of cohesion within the
enterprise makes it difficult for the enterprise to form a unified development goal in transnational
operation.
在语言及文字上存在较大差别,造成员工在工作中存在沟通障碍,难以高效开展企业活
动。由于管理者与员工之间存在沟通问题,可能造成员工对管理者下达的指示理解失误,或
理解不透彻,管理阶层重大决策难以有效实施,落实情况差,对企业正常经营运行产生影响。
使得企业内部缺乏凝聚力,企业在跨国经营中难以形成统一发展目标。
3 . T h e r e a r e s o m e d i ffi c u l ti e s i n i n t e r n a l management
内部管理上存在一定难度
There are great cultural differences among employees in enterprises. The business cultural
environment of enterprises is more complex and diverse. It is very easy to produce cultural
barriers inside. There is a generation gap between employees and between employees and
managers. Compared with state-owned enterprises, it is more difficult to manage human
resources. Some multinational enterprises have not made rectification and revision according to
the actual situation of their employees, resulting in the gradual distance between the
management and the ordinary employees, which eventually makes it difficult for multinational
enterprises to operate overseas.
企业内部员工之间存在较大的文化差异,企业的经营文化环境更加复杂多样,极易在内
部产生文化壁垒,员工与员工之间、员工与管理者之间存在代沟,相对国企来说在人力资源
管理上更为困难。部分跨国企业并未针对企业员工实际情况进行整改和修订,造成管理阶层
和普通员工阶层之间渐行渐远,最终导致跨国企业难以在海外运行经营。
03 Management model
of Internati onal HRM
Reporter : Zheng Si
Ping
T h e m a n a g e m e n t m o d e i n i n t e r n a ti o n a l H R M
国际人力资源管理中的管理模式
跨国企业人力资源管理一般存在以下几种模式:
1 、基于成本考虑的本土化模式
2 、基于战略考虑的全球中心模式
3 、基于地区合作的地区中心模式
4 、基于文化考虑的民族中心模式
1 、 L o c a l i z a ti o n m o d e b a s e d o n c o s t c o n s i d e r a ti o n
国际人力资源管理中的管理模式
M & A enterprises follow the original mode of setting up senior executives of the parent company,
which is not completely localized.
并购企业沿用母公司原来的高管人员设置模式,没有完全本土化。
国际人力资源管理主要有三大功能:
(1) 管理全球性企业的人力资源,特别是员工的外派和归国问题;
(2) 以公司战略为指导,根据公司所在国的政治、经济和文化环境来调整合适的人力资源的管理方式;
(3) 在每个子公司灵活采取和当地需求相匹配的劳工关系。
05
Internati onal HRM
Compensati on Policy
On the one hand, multinational companies want to recruit the most capable employees. On the other hand,
they need to control costs to increase profits.Sometimes these two goals can not be combined, which requires
us to carefully examine the various components of expatriate compensation, to develop an optimal plan.
In addition to reward individual contribution to the company, pay plan can also play a role in the following four
aspects:
1)Personnel recruitment;
2)Personnel training;
3)Motivate the enthusiasm of employees;
4)Maintain a stable workforce.
一方面,跨国公司希望能招募到最有能力的雇员;另一方面,它们又要控制成本以增加盈利。有时这两个目
标不能兼得,这就需要我们仔细考察外派人员报酬的各个组成部分,制定一种最优化的方案。
除了奖励个人对公司的贡献以外,报酬计划还能在以下四个方面发挥作用:
( 1 )人员招聘;( 2 )人员培养;( 3 )调动员工的积极性;( 4 )维持员工队伍的稳定。
3.Remuneration management of
overseas personnel 海外人员薪酬管理
salary structure