全球性人力資源管理課件

獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的人力資源管理

之九HumanresourcemanagementGainingacompetitiveadvantage獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的人力資源管理

Internationalhumanresourcemanagement全球性人力資源管理Whenyoufinishthechapter,youshould1,Explainthedefinitionofinternationalhumanresourcemanagement

解釋全球性人力資源管理的定義2.discusstheTheFactorsThatImpacttheInternationalHumanResourceManagement

討論影響國(guó)際企業(yè)人力資源管理的因素3explaintheprocessFromdomesticHRMtointernationalHRM

解釋從國(guó)內(nèi)人力資源管理到國(guó)際企業(yè)人力資源管理的過(guò)程

4indicateExecutivenationalitystaffingpolicies

指出國(guó)際企業(yè)高層管理人員的人事政策Internationalhumanresourcem1.Theglobalizationofbusiness企業(yè)全球化1.1TheOverviewofGlobalization全球化的概念Theenvironmentisforcingmanagerstoseekgainacompetitiveadvantageforglobalization---theglobalmarketsandcheaplaborforce.企業(yè)的競(jìng)爭(zhēng)環(huán)境迫使其向全球化方向發(fā)展，擁有全球性的市場(chǎng)以及勞動(dòng)力資源。Firmsarebeginningtorecognizethatfindingandnurturingthehumanresourcerequiredtoimplementaninternationalstrategyisofcriticalimportance企業(yè)已經(jīng)認(rèn)識(shí)到獲得并培養(yǎng)充分的人力資源對(duì)實(shí)現(xiàn)全球化戰(zhàn)略的重要意義1.Theglobalizationofbusine

EuropeanUnion（歐盟）.

ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andSweden.Asasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUisthelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.

NorthAmericanFreeTradeAgreement（北美自由貿(mào)易區(qū)）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomesticproductof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingrequirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmentandincreasinglivingstandardsforallthreecountries.

AsiaPacificEconomicCooperation（亞太經(jīng)濟(jì)貿(mào)易區(qū)）EuropeanUnion（歐盟）.Thesigni

1.2DefiningInternationalHumanResourceManagement

全球性人力資源管理的定義Anorganizationeffectivelyutilizeitshumanresourceintheinternationalenterprisesandcross-cultureenvironment在國(guó)際企業(yè)和跨文化環(huán)境里對(duì)人力資源進(jìn)行的管理。Thethreebroadhumanresourcefunctionsofprocurement,allocation,andutilization三種人力資源管理功能：獲得，安置，利用Thethreenationalcategorieshumanresourcemanagementactivities三種人力資源管理活動(dòng)范疇：東道國(guó)，母國(guó)，第三國(guó)Thethreetypesofemployeesofaninternationalenterprise:host-countrynational(HCNs),parent-countrynational(PCNs),third-countrynational(HCNs)三種國(guó)際企業(yè)人力資源來(lái)源：東道國(guó)人力資源，總公司派出人員，第三國(guó)人員1.2DefiningInternationalHu全球性人力資源管理課件1.3國(guó)際企業(yè)人力資源管理的特征Morefunctionsandactivities更多的職能和活動(dòng)Broaderperspective

更廣泛的視野Moreinvolvementinemployees’personallives更多參與員工個(gè)人生活Changesinemphasisastheworkforcemixofexpatriatesandlocalvaries勞動(dòng)力多元化的改變Riskexposure

風(fēng)險(xiǎn)性Moreexternalinfluences

更多的外部影響1.3國(guó)際企業(yè)人力資源管理的特征Morefunction1.4MoreFunctionsandActivities國(guó)際企業(yè)人力資源管理的重要職能Internationalcompensationandtaxation員工薪資報(bào)酬和稅收補(bǔ)貼管理費(fèi)用Internationalrelocationandorientation外派人員的重新安置和上崗Administrativeservicesforexpatriates對(duì)外派人員的行政管理Hostgovernmentrelations和東道國(guó)政府的關(guān)系Languagetranslationservices語(yǔ)言進(jìn)修服務(wù)1.4MoreFunctionsandActivit2.TheFactorsThatImpacttheInternationalHumanResourceManagement

影響全球性人力資源管理的因素cultureEducationHumancapitalHumanResourceManagementEconomicinstitutionPoliticandlawinstitutions2.TheFactorsThatImpactthe2.1TheDefinitionofCulture文化的定義Hosted:thecollectiveimportantprogrammingofthemindwhichdistinguishesthemembersofonehumangroupfromanother.將一個(gè)社會(huì)群體和另一個(gè)社會(huì)群體區(qū)別開(kāi)的組織成員共有的重要假設(shè)Valuesofthefiveindicesfordeferentcountries五個(gè)文化維度：Powerdistance權(quán)利差距Individualism-collectivism個(gè)人主義集體主義Masculinity-femininity雄性雌性Uncertaintyavoidance風(fēng)險(xiǎn)規(guī)避Long-termshort-termorientation長(zhǎng)期短期取向性2.1TheDefinitionofCulture文化全球性人力資源管理課件PowerdistanceindividualismmasculinityuncertaintyLong-termorientationUSA40L91H62H46L29LGER35L67H66H65M31MJPN54M45M95H92H80HFRA68H71H43M86H30LNET38L80H14L53M44MHOK68H25L57H29L96HIDO78H14L46M48L25LCHI80H**20L*50M60M*118HPowerdistanceindividualismmas2.2Theimportantofculturalawareness文化意識(shí)的重要性Ignoranceculturalawarenessnotonlyareinappropriatebutoftencauseinternationalbusinessfailure.忽視文化意識(shí)，不僅僅是不合適宜，而且還會(huì)導(dǎo)致國(guó)際企業(yè)的失敗。Adjustingtoanewculturalenvironmentcancausemanyproblems。Andcopingwithculturaldifferencesandrecognizinghowandwhendifferencesarerelevantisaconstantchallengefortheinternationalmanagers.在一個(gè)新的文化環(huán)境可能引起許多問(wèn)題，如何適應(yīng)不同的文化環(huán)境始終是跨國(guó)企業(yè)管理者要面對(duì)的挑戰(zhàn)。Morecreativeandeffectivewaysofmanagementmaybedevelopedasaresultofcross-culturallearning通過(guò)跨文化學(xué)習(xí)可以開(kāi)發(fā)出更有創(chuàng)造性，更有成效的管理方法。2.2Theimportantofcultural3.Internationalization

企業(yè)成長(zhǎng)戰(zhàn)略中的國(guó)際參與的不同層次domesticinternationalglobalmultinationalHeadquarterHeadquarterHeadquarterHeadquarterdivisiondivisiondivisiondivisiondivision3.Internationalization

3.1FromdomesticHRMtointernationalHRM

企業(yè)人力資源管理國(guó)際化過(guò)程Product,market,technologyDomesticHRMManagementRisk,uncertainty,InformationasymmetryCulturaldiversityGeographicdispersionOrganizationInternationalHRMSocial,culturalLegal,politicalenvironment3.1FromdomesticHRMtointer3.2EvolutionandGrowthofInternationalbusiness國(guó)際企業(yè)的成長(zhǎng)戰(zhàn)略特征InternationalBusiness企業(yè)成長(zhǎng)OrganizationalStructure組織結(jié)構(gòu)StaffingPolicies員工政策Productinnovationsandgrowththroughdiversification多元化帶來(lái)的產(chǎn)品創(chuàng)新Product/areabasesforstructuringoforganization產(chǎn)品和地區(qū)的事業(yè)部制Home-countryofthird-countrynationalsincharge母國(guó)和第三國(guó)人員負(fù)責(zé)管理Questforglobalrationalization尋求生產(chǎn)服務(wù)全球化的合理布局Oviduct/areabasesforstructuringmatrixtypeorganization矩陣式結(jié)構(gòu)Host-countrynationalincharge東道國(guó)人員負(fù)責(zé)管理3.2EvolutionandGrowthofIn4theexpandingroleofHRM

企業(yè)成長(zhǎng)戰(zhàn)略中高層管理人員的管理Identifyingtopmanagementpotentialearly盡早發(fā)現(xiàn)高層管理人員的潛能Identifyingsuccessfactorsforthefutureinternationalmanager識(shí)別未來(lái)國(guó)際企業(yè)管理人員的成功因素Maintainingcommitmentstoindividualsininternationalcareerpaths承諾職業(yè)生涯發(fā)展Tyingstrategicbusinessplanningtohumanresourceplanning人力資源戰(zhàn)略和企業(yè)戰(zhàn)略的結(jié)合Providingassignmenttoensureadequateinternationalhumanresources.委任人高層管理員以保證國(guó)際企業(yè)充分的人力資源4theexpandingroleofHRM

企業(yè)4.2Executivenationalitystaffingpolicies國(guó)際企業(yè)高層管理人員的人事政策Theethnocentricapproach母國(guó)中心方式Thepolycentricapproach多中心方式Thegeocentricapproach全球化方式There-geocentricapproach地區(qū)總部方式4.2Executivenationalitystaf4.3selectionmanagers:prosandcons管理人員選拔分析parent-countrynationalsAdvantagesOrganizationalcontrolandcoordinationismaintainedandfacilitated有利于保持組織控制和合作Promisingmanagersaregiveninternationalexperience賦予管理者國(guó)際企業(yè)工作經(jīng)驗(yàn)PCNarethebestpeopleforthejob挑選最佳的工作人選Subsidiarywillcomplywithobjectives,policies,etc.分公司能執(zhí)行總公司的目標(biāo)和政策

parent-countrynationals

disadvantagesThepromotionalopportunitiesofHCNsarelimited

東道國(guó)人員晉升受到限制Adaptationtohostcountrymaytakealongtime花長(zhǎng)時(shí)間適應(yīng)當(dāng)?shù)厍闆rPCNsmayimposeaninappropriateHQstyle將母公司不適當(dāng)?shù)墓芾盹L(fēng)格帶到分公司CompensationforPCNandHCNmaydiffer

母公司和分公司人員的薪資報(bào)酬有差異4.3selectionmanagers:prosan(2)Thirdcountrynationalsadvantageanddisadvantage第三國(guó)人員Advantage:SalaryandbenefitsrequirementsmaybelowerthanforPCNs工資和福利要低于母公司人員TCNsmaybebetterinformalthanPCNsabouthost-countryenvironment比母公司人員更好的適應(yīng)當(dāng)?shù)厍闆rDisadvantage:Transfersmustconsiderpossiblenationalanimosities必須考慮國(guó)家間的民族矛盾ThehostgovernmentmayresenthiringofTCNs當(dāng)?shù)卣辉敢夤蛡虻谌龂?guó)人員TCNsmaynotwanttoreturntotheirowncountriesafterassignment工作結(jié)束后不愿意返回本國(guó)(2)Thirdcountrynationalsad（3）host-countrynationals

聘請(qǐng)東道國(guó)管理人員的優(yōu)點(diǎn)和缺點(diǎn)Advantage:Languageandotherbarriersareeliminated可消除語(yǔ)言和其他障礙Hiringcostsarereduced雇傭成本可降低ContinuityofmanagementimprovessinceECNsstaylongerinpositions因任職長(zhǎng)而改善管理技能GovernmentpolicymaydictatehiringofHCHs有利于雇傭的政府政策M(jìn)oraleamongHCNsmayimprovestheyseeasthecareerpotentials因職業(yè)晉升而士氣高昂（3）host-countrynationals

DisadvantageControlandcoordinationofHQmaybeimpeded總部的控制和合作可能受到阻礙HCNshavelimitedcareeropportunityoutsidethesubsidiary限制了東道國(guó)人員向外發(fā)展機(jī)遇HiringHCNslimedopportunityforPCNstogainoverseasexperience

限制了母公司人員海外工作的經(jīng)驗(yàn)HiringHCNscouldencourageafederationofnationalratherthanglobalunits

忽視了公司全球利益。Disadvantage5ExpatriateManagement

外派人員的管理5.1thereasonsforfailure外派人員不合格的原因Inabilityofspousetoadjust配偶沒(méi)有適應(yīng)能力Manager’sinabilitytoadjust管理者本人沒(méi)有適應(yīng)力Otherfamilyreasons其他家庭原因Manager’spersonalandemotionalmaturity

個(gè)性和感情不成熟Inabilitytocopewithlargeroverseasresponsibility沒(méi)有管理海外大型企業(yè)的能力Lackoftechnicalcompetence缺乏技術(shù)競(jìng)爭(zhēng)力5ExpatriateManagement

5.2thetraitsofexpatriatesuccess成功外派人員的特征Technicalability技術(shù)能力Managerialskills管理能力Culturalempathy文化移情Adaptability適應(yīng)性Diplomacy有外交才能Languageability語(yǔ)言能力Positiveattitude積極的態(tài)度Emotionalstabilityandmaturity情感穩(wěn)定成熟Adaptabilityoffamily家庭成員的適應(yīng)性5.2thetraitsofexpatriates5.3selectionHCNsandTCNs

挑選東道國(guó)人員和第三國(guó)人員ThesamegeneralcriteriaPCNsapplytoselectingHCNsandTCNs選拔東道國(guó)人員，第三國(guó)人員的要求大致和選拔母國(guó)人員一樣。MoretrainingisusuallyneededasHCNsandTCNslackdetailedknowledgeoftheorganizationanditsproductsorservices.東道國(guó)和第三國(guó)人員主要缺乏有關(guān)企業(yè)的組織情況和提供的產(chǎn)品服務(wù)內(nèi)容，需要進(jìn)一步培訓(xùn)5.3selectionHCNsandTCNs

挑選5.4Keycharacteristicsoftheinternationalmanager國(guó)際企業(yè)管理人員特征%Strategicawareness戰(zhàn)略意識(shí)

71adaptabilityinnewsituations新形勢(shì)的適應(yīng)性67Sensitivitytodifferentcultures不同文化的敏感性60Abilitytoworkininternationalteams

有在國(guó)際化團(tuán)隊(duì)工作的能力50Languageskills語(yǔ)言技能46Understandinginternationalmarketing

理解國(guó)際市場(chǎng)能力

465.4KeycharacteristicsoftheRelationshipskills人際交往能力

40Internationalnegotiationskills國(guó)際談判能力38Self-reliance有自信心27Hightaskorientation以完成任務(wù)為導(dǎo)向19Opennon-judgmentalpersonality開(kāi)放的個(gè)性19Understandinginternationalfinance理解國(guó)際金融13Awarenessofownculturalbackground對(duì)自身文化背景的理解2Relationshipskills人際交往能力獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的人力資源管理

之九HumanresourcemanagementGainingacompetitiveadvantage獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的人力資源管理

Internationalhumanresourcemanagement全球性人力資源管理Whenyoufinishthechapter,youshould1,Explainthedefinitionofinternationalhumanresourcemanagement

解釋全球性人力資源管理的定義2.discusstheTheFactorsThatImpacttheInternationalHumanResourceManagement

討論影響國(guó)際企業(yè)人力資源管理的因素3explaintheprocessFromdomesticHRMtointernationalHRM

解釋從國(guó)內(nèi)人力資源管理到國(guó)際企業(yè)人力資源管理的過(guò)程

4indicateExecutivenationalitystaffingpolicies

指出國(guó)際企業(yè)高層管理人員的人事政策Internationalhumanresourcem1.Theglobalizationofbusiness企業(yè)全球化1.1TheOverviewofGlobalization全球化的概念Theenvironmentisforcingmanagerstoseekgainacompetitiveadvantageforglobalization---theglobalmarketsandcheaplaborforce.企業(yè)的競(jìng)爭(zhēng)環(huán)境迫使其向全球化方向發(fā)展，擁有全球性的市場(chǎng)以及勞動(dòng)力資源。Firmsarebeginningtorecognizethatfindingandnurturingthehumanresourcerequiredtoimplementaninternationalstrategyisofcriticalimportance企業(yè)已經(jīng)認(rèn)識(shí)到獲得并培養(yǎng)充分的人力資源對(duì)實(shí)現(xiàn)全球化戰(zhàn)略的重要意義1.Theglobalizationofbusine

EuropeanUnion（歐盟）.

ThesigningoftheMasstrichtTreatyinFebruary1992,createdtheformationofa12nationsEU.Thistreatyunitedthe380millionpeopleofBelgium,Denmark,France,Greece,Ireland,Italy,Luxembourg,theNetherlands,Portugal,Spain,theUnitedKingdom,Germany.,Austria,Finland,andSweden.Asasinglemarket,therearenonationalbarrierstotravel,employment,investment,andtrade.EUisthelargesteconomicmarketintheworldwithagrossdomesticproductin1992of$8trillion.

NorthAmericanFreeTradeAgreement（北美自由貿(mào)易區(qū)）.Mexico,Canada,andU.S.A.itopenedavastmarketofover363millionconsumers,itsgrossdomesticproductof8.7trillionin1992.Allbarrierstofreetradesuchastariffs,importlicensingrequirements,andcustomsuserfeesbelimited,andthelongtermbenefitsofjobcreation,marketdevelopmentandincreasinglivingstandardsforallthreecountries.

AsiaPacificEconomicCooperation（亞太經(jīng)濟(jì)貿(mào)易區(qū)）EuropeanUnion（歐盟）.Thesigni

1.2DefiningInternationalHumanResourceManagement

全球性人力資源管理的定義Anorganizationeffectivelyutilizeitshumanresourceintheinternationalenterprisesandcross-cultureenvironment在國(guó)際企業(yè)和跨文化環(huán)境里對(duì)人力資源進(jìn)行的管理。Thethreebroadhumanresourcefunctionsofprocurement,allocation,andutilization三種人力資源管理功能：獲得，安置，利用Thethreenationalcategorieshumanresourcemanagementactivities三種人力資源管理活動(dòng)范疇：東道國(guó)，母國(guó)，第三國(guó)Thethreetypesofemployeesofaninternationalenterprise:host-countrynational(HCNs),parent-countrynational(PCNs),third-countrynational(HCNs)三種國(guó)際企業(yè)人力資源來(lái)源：東道國(guó)人力資源，總公司派出人員，第三國(guó)人員1.2DefiningInternationalHu全球性人力資源管理課件1.3國(guó)際企業(yè)人力資源管理的特征Morefunctionsandactivities更多的職能和活動(dòng)Broaderperspective

更廣泛的視野Moreinvolvementinemployees’personallives更多參與員工個(gè)人生活Changesinemphasisastheworkforcemixofexpatriatesandlocalvaries勞動(dòng)力多元化的改變Riskexposure

風(fēng)險(xiǎn)性Moreexternalinfluences

更多的外部影響1.3國(guó)際企業(yè)人力資源管理的特征Morefunction1.4MoreFunctionsandActivities國(guó)際企業(yè)人力資源管理的重要職能Internationalcompensationandtaxation員工薪資報(bào)酬和稅收補(bǔ)貼管理費(fèi)用Internationalrelocationandorientation外派人員的重新安置和上崗Administrativeservicesforexpatriates對(duì)外派人員的行政管理Hostgovernmentrelations和東道國(guó)政府的關(guān)系Languagetranslationservices語(yǔ)言進(jìn)修服務(wù)1.4MoreFunctionsandActivit2.TheFactorsThatImpacttheInternationalHumanResourceManagement

影響全球性人力資源管理的因素cultureEducationHumancapitalHumanResourceManagementEconomicinstitutionPoliticandlawinstitutions2.TheFactorsThatImpactthe2.1TheDefinitionofCulture文化的定義Hosted:thecollectiveimportantprogrammingofthemindwhichdistinguishesthemembersofonehumangroupfromanother.將一個(gè)社會(huì)群體和另一個(gè)社會(huì)群體區(qū)別開(kāi)的組織成員共有的重要假設(shè)Valuesofthefiveindicesfordeferentcountries五個(gè)文化維度：Powerdistance權(quán)利差距Individualism-collectivism個(gè)人主義集體主義Masculinity-femininity雄性雌性Uncertaintyavoidance風(fēng)險(xiǎn)規(guī)避Long-termshort-termorientation長(zhǎng)期短期取向性2.1TheDefinitionofCulture文化全球性人力資源管理課件PowerdistanceindividualismmasculinityuncertaintyLong-termorientationUSA40L91H62H46L29LGER35L67H66H65M31MJPN54M45M95H92H80HFRA68H71H43M86H30LNET38L80H14L53M44MHOK68H25L57H29L96HIDO78H14L46M48L25LCHI80H**20L*50M60M*118HPowerdistanceindividualismmas2.2Theimportantofculturalawareness文化意識(shí)的重要性Ignoranceculturalawarenessnotonlyareinappropriatebutoftencauseinternationalbusinessfailure.忽視文化意識(shí)，不僅僅是不合適宜，而且還會(huì)導(dǎo)致國(guó)際企業(yè)的失敗。Adjustingtoanewculturalenvironmentcancausemanyproblems。Andcopingwithculturaldifferencesandrecognizinghowandwhendifferencesarerelevantisaconstantchallengefortheinternationalmanagers.在一個(gè)新的文化環(huán)境可能引起許多問(wèn)題，如何適應(yīng)不同的文化環(huán)境始終是跨國(guó)企業(yè)管理者要面對(duì)的挑戰(zhàn)。Morecreativeandeffectivewaysofmanagementmaybedevelopedasaresultofcross-culturallearning通過(guò)跨文化學(xué)習(xí)可以開(kāi)發(fā)出更有創(chuàng)造性，更有成效的管理方法。2.2Theimportantofcultural3.Internationalization

企業(yè)成長(zhǎng)戰(zhàn)略中的國(guó)際參與的不同層次domesticinternationalglobalmultinationalHeadquarterHeadquarterHeadquarterHeadquarterdivisiondivisiondivisiondivisiondivision3.Internationalization

3.1FromdomesticHRMtointernationalHRM

企業(yè)人力資源管理國(guó)際化過(guò)程Product,market,technologyDomesticHRMManagementRisk,uncertainty,InformationasymmetryCulturaldiversityGeographicdispersionOrganizationInternationalHRMSocial,culturalLegal,politicalenvironment3.1FromdomesticHRMtointer3.2EvolutionandGrowthofInternationalbusiness國(guó)際企業(yè)的成長(zhǎng)戰(zhàn)略特征InternationalBusiness企業(yè)成長(zhǎng)OrganizationalStructure組織結(jié)構(gòu)StaffingPolicies員工政策Productinnovationsandgrowththroughdiversification多元化帶來(lái)的產(chǎn)品創(chuàng)新Product/areabasesforstructuringoforganization產(chǎn)品和地區(qū)的事業(yè)部制Home-countryofthird-countrynationalsincharge母國(guó)和第三國(guó)人員負(fù)責(zé)管理Questforglobalrationalization尋求生產(chǎn)服務(wù)全球化的合理布局Oviduct/areabasesforstructuringmatrixtypeorganization矩陣式結(jié)構(gòu)Host-countrynationalincharge東道國(guó)人員負(fù)責(zé)管理3.2EvolutionandGrowthofIn4theexpandingroleofHRM

企業(yè)成長(zhǎng)戰(zhàn)略中高層管理人員的管理Identifyingtopmanagementpotentialearly盡早發(fā)現(xiàn)高層管理人員的潛能Identifyingsuccessfactorsforthefutureinternationalmanager識(shí)別未來(lái)國(guó)際企業(yè)管理人員的成功因素Maintainingcommitmentstoindividualsininternationalcareerpaths承諾職業(yè)生涯發(fā)展Tyingstrategicbusinessplanningtohumanresourceplanning人力資源戰(zhàn)略和企業(yè)戰(zhàn)略的結(jié)合Providingassignmenttoensureadequateinternationalhumanresources.委任人高層管理員以保證國(guó)際企業(yè)充分的人力資源4theexpandingroleofHRM

企業(yè)4.2Executivenationalitystaffingpolicies國(guó)際企業(yè)高層管理人員的人事政策Theethnocentricapproach母國(guó)中心方式Thepolycentricapproach多中心方式Thegeocentricapproach全球化方式There-geocentricapproach地區(qū)總部方式4.2Executivenationalitystaf4.3selectionmanagers:prosandcons管理人員選拔分析parent-countrynationalsAdvantagesOrganizationalcontrolandcoordinationismaintainedandfacilitated有利于保持組織控制和合作Promisingmanagersaregiveninternationalexperience賦予管理者國(guó)際企業(yè)工作經(jīng)驗(yàn)PCNarethebestpeopleforthejob挑選最佳的工作人選Subsidiarywillcomplywithobjectives,policies,etc.分公司能執(zhí)行總公司的目標(biāo)和政策

parent-countrynationals

disadvantagesThepromotionalopportunitiesofHCNsarelimited

東道國(guó)人員晉升受到限制Adaptationtohostcountrymaytakealongtime花長(zhǎng)時(shí)間適應(yīng)當(dāng)?shù)厍闆rPCNsmayimposeaninappropriateHQstyle將母公司不適當(dāng)?shù)墓芾盹L(fēng)格帶到分公司CompensationforPCNandHCNmaydiffer

母公司和分公司人員的薪資報(bào)酬有差異4.3selectionmanagers:prosan(2)Thirdcountrynationalsadvantageanddisadvantage第三國(guó)人員Advantage:SalaryandbenefitsrequirementsmaybelowerthanforPCNs工資和福利要低于母公司人員TCNsmaybebetterinformalthanPCNsabouthost-countryenvironment比母公司人員更好的適應(yīng)當(dāng)?shù)厍闆rDisadvantage:Transfersmustconsiderpossiblenationalanimosities必須考慮國(guó)家間的民族矛盾ThehostgovernmentmayresenthiringofTCNs當(dāng)?shù)卣辉敢夤蛡虻谌龂?guó)人員TCNsmaynotwanttoreturntotheirowncountriesafterassignment工作結(jié)束后不愿意返回本國(guó)(2)Thirdcountrynationalsad（3）host-countrynationals

聘請(qǐng)東道國(guó)管理人員的優(yōu)點(diǎn)和缺點(diǎn)Advantage:Languageandotherbarriersareeliminated可消除語(yǔ)言和其他障礙Hiringcostsarereduced雇傭成本可降低ContinuityofmanagementimprovessinceECNsstaylongerinpositions因任職長(zhǎng)而改善管理技能GovernmentpolicymaydictatehiringofHCHs有利于雇傭的政府政策M(jìn)oraleamongHCNsmayimprovestheyseeasthecareerpotentials因職業(yè)晉升而士氣高昂（3）host-countrynationals

DisadvantageControlandcoordinationofHQmaybeimpeded總部的控制和合作可能受到阻礙HCNshavelimitedcareeropportunityoutsidethesubsidiary限制了東道國(guó)人員向外發(fā)展機(jī)遇HiringHCNslimedopportunityforPCNstogainoverseasexperience

限制了母公司人員海