國際人力資源管理課件

InternationalHumanResourceManagement

1國際人力資源管理6RelatedCourses

1、《Management》2、《OrganizationalBehavior》3、《HumanResourceManagement》4、《internationalbusinessmanagement》

5、《Crossculturemanagement》6、《InternationalEnterprizeHRM》2國際人力資源管理6

TextBooksArthurSherman/GeorgeBohlander/ScottSnell.<ManagingHumanResources(11Edition)>,東北財(cái)經(jīng)大學(xué)出版社,1998年4月第1版.PeterJ.Dowling/DeniceE.Welch.<InternationalHumanResourceManagement(4THEdition)>,ThomsonLearning,2005林新奇主編.《國際人力資源管理》，復(fù)旦大學(xué)出版社，2004年7月GaryDessler.

HumanResourceManagement(9thEdition).PrenticeHall,2005.103國際人力資源管理6Supplementaryreadings

《第五項(xiàng)修煉：學(xué)習(xí)型組織的藝術(shù)與實(shí)務(wù)》（TheFifthDiscipline:TheArt&PracticeofTheLearningOrganization）,彼得·圣吉（PeterM.Senge）《基業(yè)長青》(BuilttoLast:SuccessfulHabitsofVisionaryCompanies）,吉姆·柯林斯(JamesC.Collins),杰里·波拉斯(JerryI.Porras) 《追求卓越》（InsearchofExcellence:LessonsfromAmerica’sBest-RunCompanies）,彼得斯（ThomasPeters）,羅伯特·沃特曼（RobertH.Waterman）《公司再造》(ReengineeringtheCorporation：AManifestoforBusinessRevolution)邁克爾·哈默(MichaelHammer),詹姆斯·錢皮(JamesA.Champy)《競(jìng)爭(zhēng)優(yōu)勢(shì)》(CompetitiveAdvantage:CreatingandSustainingSuperiorPerformance)邁克爾·波特(MichaelE.Porter)4國際人力資源管理6CourseDesign

WhatisIHRMManagingAcrossBordersInternationalStaffingTrainingAndDevelopmentRe-entryandCareerissuesPerformanceAppraisalCompensationManagementInternationalOrganizationAndLaborRelations5國際人力資源管理6IVTrainingAndDevelopment

1、Componentsofeffectivepre-departuretrainingprograms2、Theeffectiveofpre-departuretraining3、Developingstaffthroughinternationalassignments6國際人力資源管理6IntroductionInordertocompetesuccessfullyinaglobalmarket,morefirmsarefocusingontheroleofhumanresourcesasacriticalpartoftheircorecompetenceandsourceofcompetitiveadvantage.AsKamochecomments:’Thehumanresourcereferstotheaccumulatedstockofknowledge,skills,andabilitiesthattheindividualspossess,whichthefirmhasbuiltupovertimeintoanidentifiableexpertise.’7國際人力資源管理6IntroductionTraininganddevelopmentactivitiesarepartofthewayinwhichthemultinationalbuildsitstockofhumanresources.Anindicationoftheimportanceofthisistheincreasingnumberofmultinationalthathaveestablishedtheirown‘universities’or’school’.Motorola,Mcdonald’sandDisneyuniversitiesaregoodexamplesofthesein-housetrainingcenters.8國際人力資源管理6RecruitmentandselectionTrainingDevelopmentInternationalteamPre-departuretrainingInternationalassignments4-1Internationaltraininganddevelopment

9國際人力資源管理61、Componentsofeffectivepre-departuretrainingprograms

Studiesindicatethattheessentialcomponentsofpre-departuretrainingprogramsthatcontributetoasmoothtransitiontoaforeignlocationincludeculturalawarenesstraining,preliminaryvisits,languageinstructionandassistancewithpracticalday-to-daymatters.10國際人力資源管理61.1CulturalawarenessprogramsItisgenerallyacceptedthat,tobeeffective,theexpatriateemployeemustadapttoandnotfeelisolatedfromthehostcountry.Awell-designed,culturalawarenesstrainingprogramcanbeextremelybeneficial,asitseekstofosteranappreciationofthehostcountry’sculturesothatexpatriatescanbehaveaccordingly,oratleastdevelopappropriatecopingpatterns.11國際人力資源管理6Lengthoftraining1-2months+1-4weeksLessthanaweekHighLevelofrigorLowImmersionapproachAssessmentcenterFieldexperimentsSimulationsSensitivelytrainingExtensivelanguagetrainingAffectiveapproachCultureassimilatortrainingRole-playingCriticalincidentsCasesStressreductiontrainingModeratelanguagetrainingInformation-givingapproachAreabriefingsCulturebriefingsFilms/books/videosUseofinterpretes‘Survival-level’languagetrainingLengthofstay1month2-121-3orlessmonthsyears4-2Cross-culturetrainingapproach12國際人力資源管理6ContextandsituationalfactorsTimeavailableDurationandnatureCulturaltoughnessIndividualdifferencesLocusofcontrolEfficacyexpectationsOutcomeexpectionsMotivationAttentionRetentionReproductionincentivesCulturalAwarenesstrainingPerformancemanagementsystemSkilldevelopmentSelfdimensionRelationalPerceptual4-3Cultureawarenesstrainingandassignmentperformance13國際人力資源管理61.2PreliminaryvisitsOnetechniqueusefulinorientinginternationalemployeesistosendthemonapreliminarytriptothehostcountry.Awell-plannedtripoverseasforthecandidateandspouseprovidesapreviewthatallowsthemtoassesstheirsuitabilityforandinterestintheassignment.Suchatripalsoservestointroduceexpatriatestothebusinesscontextinthehostlocationandhelpsencouragemoreinformedpre-departurepreparation.Whenusedaspartofapredeparturetrainingprogram,visitstothehostlocationcanassisttintheinitialadjustmentprocess.14國際人力資源管理61.3LanguagetrainingLanguagetrainingisaseeminglyobvious,desirablecomponentofadepartureprogram.However,itisconsistentlyrankedbelowthatofthedesirabilityforculturalawarenesstraining.15國際人力資源管理61.4PracticaltrainingAnothercomponentofpre-departmenttrainingprogramisthatofprovidinginformationthatassistinrelocation.Practicalassistancemakesanimportantcontributiontowardtheadaptationoftheexpatriateandhisorherfamilytotheirnewenvironment16國際人力資源管理62、Theeffectiveofpre-departuretraining

Theobjectiveofpre-departuretrainingistoassisttheexpatriatetoadjusttothedemandsoflivingandworkinginaforeignlocation.Thequestionsarehoweffectivesuchtrainingisandwhatcomponentshavebeenconsideredtobeessentialbythosewhohavebeenprovidedpre-departuretraining.17國際人力資源管理62.1Theeffectivenessofcross-culturetrainingTheeffectivenesswassomewhatweakerthanexpected,owingto:Limiteddataasfeworganizationssystematicallyevaluateorvalidateareeffectivenessoftheirtrainingprogramsormakethemavailabletothepublish.Theuseofamixtureofdifferenttrainingmethods,makingevaluationofwhichmethodsismosteffectivedifficulttoisolate.18國際人力資源管理62.1Theeffectivenessofcross-culturetrainingThelargediversityinculturesthatexpatriatesface.Theinteractionbetweenindividualdifferencesbetweenexpatriatesandtheworkenvironmenttheyface.WhatworksforonepersonmaynotworkforanotherHencetheeffectsofcross-culturaltrainingcanbeasdiverseasthecountriestowhichexpatriatesareassigned.19國際人力資源管理63、Developingstaffthroughinternationalassignments

Internationalassignmentshavelongbeenrecognizedasanimportantmechanismfordevelopinginternationalexpertise,asdiscussedinchapter3.Theexpectedoutcomesare:ManagementdevelopmentOrganizationaldevelopment20國際人力資源管理63.1IndividualdevelopmentAninternationalassignmentcanbecomparedwithjobrotation,amanagementdevelopmenttoolthatseekstoprovidecertainemployeeswithopportunitiestoenhancetheirabilitiesbyexposingthemtoarangeofjobs,tasksandchallenges.21國際人力資源管理63.1IndividualdevelopmentItisthereforenotsurprisingtofindanimplicitassumptionthataninternationalassignmenthaspersemanagementdevelopmentpotential.Alongwithexpectedfinancialgain,perceivedcareeradvancementisoftenaprimarymotiveforacceptinginternationalassignment.22國際人力資源管理63.2DevelopinginternationalteamsTheinternationalassignmentoftenisthe‘trainingground’ofrtheinternational’cadre’inFigure4-4.Internationalteamscanbeformedfromthosewhohavehadinternationalexperience,althoughtheinternationalassignmentitselfmaybeassignmenttoanintern