跨國公司人力資源管理模式.docx

Along with the international economic integration, human resources management has encountered new challenges. An international company human resources management is faced with foreign staff recruitment, training, remuneration and quality of working life and other aspects of special problems. In order to fully use of foreign resources, it is important for a Enterprise to go for a direct investment to other countries, and establish wholly owned enterprise or a joint venture. The business scope of a company beyond the geographical space is called multinational company. In this article, we will discuss the model of the transnational human resources management (隨著國際經(jīng)濟(jì)一體化，人力資源管理遇到了新的挑戰(zhàn)。國際性公司的人力資源管理面臨著國外員工的招聘、培訓(xùn)、薪酬和工作生活質(zhì)量等方面的特殊問題。企業(yè)為了更加充分地利用國外的資源優(yōu)勢，就必須對其他國家是行直接投資，建立獨(dú)資企業(yè)或合資企業(yè)。這些業(yè)務(wù)范圍在地理空間上超越一個國家用公司就被稱為跨國公司。在本文中，我們討論跨國公司人力資源管理的模式和特點(diǎn)。)There are three parts of the passagePart One The definition of multinational companies (multinational corporations, transnational corporations TNCs)Part Two The importance of human resources management in multinational companiesPart Three The basic model of the transnational human resources management (這篇文章主要有三部分：部分1跨國公司人力資源管理的定義 部分2跨國公司人力資源管理的重要性 部分3 跨國公司人力資源管理的基本模式) Part One The definition of multinational companiesThe definition of multinational companies means ： multinational companies that set up subsidiaries in several countries, access and distribute capital, raw materials, technology and management resources in the whole world to achieve their overall goals of the company. Human resources management as a factor for the success or failure of multinational corporations has the critical influence.(跨國公司指的是在多個國家設(shè)立子公司，并在整個世界范圍內(nèi)獲取和分配資金、原材料、技術(shù)和管理資源以實現(xiàn)企業(yè)整體目標(biāo)的公司。人力資源管理對于跨國企業(yè)的成功與失敗具有關(guān)鍵性的影響。)Part Two The importance of human resources management in multinational companiesInternational human resources management and domestic human resources management are very different. First of all, for many human resources management activities, international human resources management needs to consider more factors than domestic human resources management. For example, the salaries of expatriates are denominated in units, currency of the host country, and their changes in the exchange rate with the host country will affect the real income of employees , this is what should be considered for international human resources management .Second, international human resources management, include more complex content than the domestic human resources management. This is because the employees in multinational company are from two or more countries, which will involve staffs cultural differences. Some multinational corporations to invest in China found necessary to provide the basic accommodation for staff, and foreign employees sent to work in China realized their own incomes face double taxation requirements of their own country and the Chinese Government .Of course ,more other issues exist . 國際人力資源管理與國內(nèi)人力資源管理有很大的差別。首先，對于很多人力資源管理活動，國際人力資源管理需要考慮比國內(nèi)人力資源管理更多的因素。例如，派出員工的薪酬是以東道國的貨幣作為計價單位的，而本國與東道國的匯率的變化將影響到這些派出員工的實際收入的增加或減少，這是國際人力資源管理必須考慮與協(xié)調(diào)的。第二，國際人力資源管理包括的內(nèi)容比國內(nèi)人力資源管理要復(fù)雜。這是因為跨國公司中的員工來自兩個甚至更多的國家，會涉及到員工文化差異的問題。一些跨國公司來中國投資之后，發(fā)現(xiàn)需要為基層*作員工提供住宿條件，被派到中國工作的外方員工發(fā)現(xiàn)自己的收入面臨本國和中國政府的雙重征稅要求等問題。With the advent of the world economic integration and rapid development, multinational companies will become a very important economic organization, which set the new request for human resources management. Multinational companies need to recruit, select, train and compensate employees to enable them to work in the foreign subsidiaries for the organization; At the same time, recruiting staff from abroad to work may be essential. So, the multinational companies need to solve the influence of activities in cross-cultural problems of human resources management. 隨著世界經(jīng)濟(jì)一體化時代到來和迅猛發(fā)展，跨國公司將成為一種十分重要的經(jīng)濟(jì)組織，這就對人力資源管理提出了新的要求。跨國公司需要招聘、選擇、培訓(xùn)和補(bǔ)償員工以使他們能夠在國外的分支機(jī)構(gòu)中為本組織工作；同時，還可能需要從國外招聘員工來本國工作。于是，跨國公司就需要解決跨文化問題在各種人力資源管理活動中的影響。Part Three The basic model of the transnational human resources managementThe international human resources management models of Multinational implementation vary, Four of the most representative are as follows1 Ethnocentric principles. In this management approach, the parent company of multinational corporations directly transplants their policy and methods to overseas subsidiaries, these subsidiaries are controlled by expatriates of the parent company ,while the policy was implemented by the parent company . In this case, the subsidiary human resources managers need to Coordinate between the company headquarters and local employees to meet the requirements of both, which is very difficult.1.民族中心主義原則。在這種管理方法中，跨國公司將在本國母公司中的政策與*作方法直接移植到海外的子公司，這些子公司由母公司派出的本國員工管理，同時母公司對子公司的政策實行嚴(yán)密的控制。在這種情況下，子公司的人力資源經(jīng)理就需要在公司總部的規(guī)定與東道國當(dāng)?shù)氐膯T工可以接受的政策之間進(jìn)行協(xié)助調(diào)，工作的難度比較大。2. Multicenter principles. In this management way, the parent company and subsidiaries are largely independent of each other, each subsidiary carries out policies according to local specific environment and human resource managers are also held by local staff. In this case, the subsidiarys human resource managers have considerable autonomy, so work like this is more simple2.多中心原則。在這種管理方式中，母公司與子公司基本上是相互獨(dú)立的，各個子公司實行適合當(dāng)?shù)靥囟ōh(huán)境的人力資源管理政策，人力資源管理人員也由當(dāng)?shù)貑T工擔(dān)任。在這種情況下，子公司的人力資源經(jīng)理有很大的自主權(quán)，因此工作起來就比較簡單。3. Regional center principle. In this way, the subsidiaries are classified by different regions, such as Europe, Greater China and North America areas, etc. Internal human resources management policy of each region coordinates as much as possible and the management of subsidiaries is held by the staff of any country in the region. In this mode, the internal coordination and communication of the same region reach a high degree, however the coordination and communication between corporate headquarters and each areas are very limited. 3.地區(qū)中心原則。在這種原則方式中，子公司按照地區(qū)進(jìn)行分類，如歐洲區(qū)、大中華區(qū)和北美區(qū)等。各個地區(qū)內(nèi)部的人力資源管理政策盡可能地協(xié)調(diào)，子公司的管理人員由本地區(qū)任何國家的員工擔(dān)任。在這種模式中， 地區(qū)內(nèi)部的協(xié)調(diào)與溝通的程度很高，而在各個地區(qū)與公司總部之間的溝通與協(xié)調(diào)是非常有限的的。4. Global center principle. In this management way, the headquarters of the company and each subsidiary constitute a global network, which is seen as a strong economic entity and not a single collection formed by the parent company and various subsidiaries. Under the principle of Global center principle, human resources management policies serve the overall goal of optimization, thus it can have universally appli