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1、1,International Human Resource Management,2,Related Courses,1、Management2、Organizational Behavior3、Human Resource Management4、international business management 5、Cross culture management 6、International Enterprize HRM,3,Text Books,Arthur Sherman/George Bohlander/Scott Snell.,东北财经大学出版社,1998年4月第1版.Pet
2、er J.Dowling/Denice E.Welch.,Thomson Learning,2005林新奇主编.国际人力资源管理，复旦大学出版社，2004年7月Gary Dessler.Human Resource Management(9th Edition).Prentice Hall,2005.10,4,Supplementary readings,第五项修炼：学习型组织的艺术与实务（The Fifth Discipline:The Art&Practice of The Learning Organization）,彼得圣吉（Peter M.Senge）基业长青(Built to La
3、st:Successful Habits of Visionary Companies）,吉姆柯林斯(James C.Collins),杰里波拉斯(Jerry I.Porras)追求卓越（In search of Excellence:Lessons from Americas Best-Run Companies）,彼得斯（Thomas Peters）,罗伯特沃特曼（Robert H.Waterman）公司再造(Reengineering the Corporation：A Manifesto for Business Revolution)迈克尔哈默(Michael Hammer),詹姆斯
4、钱皮(James A.Champy)竞争优势(Competitive Advantage:Creating and Sustaining Superior Performance)迈克尔波特(Michael E.Porter),5,Course Design,What is IHRM Managing Across Borders International Staffing Training And Development Re-entry and Career issues Performance Appraisal Compensation Management Internationa
5、l Organization And Labor Relations,6,Introduction,In 1990s it cost$28 an hour to employ a production worker in Germany,$19 an hour in Japan,$18 an hour in U.S.A.;but only$5 in Hong Kong,$1.75 in Mexico and$0.50 in Sri Lanka.Capital and jobs moving to developing countries;their purchasing power for i
6、mported goods growing rapidly.,7,Human Resource Activities,Procure Allocate Utilize,Host-country nationals(HCNs)Parent-country nationals(PCNs)Third-country nations(TCNs)Type of employees,Host,Home,Other,countries,A model of IHRM,8,The major differences between domestic and international staffing are
7、 the firms predisposition towards who should hold key positions in headquarters and subsidiaries(ethnocentric，polycentric，regiocentric and geocentric)，the constraint imposed by host governments and the firms ability to attract the right candidates Further,as most expatriates are recruited internally
8、 rather than externally,Persuading managers to release their best employees for international assignments is emerging as a key role for corporate HR.,Differences,9,1、Recruitment2.1 To define Recruitment2.2 Approaches to staffing 2.3 A philosophy toward staffing2.4 Influence Factors,10,2.1 To define
9、Recruitment Recruitment is defined as searching for and obtaining potential job candidates in sufficient numbers and quality so that the organization can select the most appropriate people to fill its job needs,11,2.2 Approaches to staffing,There are staffing issues that internationalizing firms con
10、front that are either not present in a domestic environment or are complicated by the international context in which these activities take place.,12,For example,a US MNE wishes to appoint a new finance director for its Irish subsidiary.It may decide to fill the position by selecting from finance sta
11、ff available in its parent operations(that is,a PCN),or to recruit locally(an HCN)or seek a suitable candidate from one of its other foreign subsidiaries(a TCN).,13,How it responds is partly determined by factors such as:its general staffing policy on key position in headquarters and subsidiaries（th
12、at is,ethnocentrism,polycentrism,geocentrism and regiocentrism）The constrains placed by the host government on hiring policiesStaff availability,14,Four primary attitudes,The IHEM literature uses four terms to describe MNE approaches to managing and staffing their subsidiaries.These terms taken from
13、 the seminal work of perlmutter,who claimed that it was possible to identify among international executives three primary attitudes ethnocentric,polycentric,geocentrictowards building a multinational enterprise,based on top management assumptions upon which key product,functional and geographical de
14、cision were made.,15,To demonstrate these three attitudes,Perlmutter used aspects of organizational design,such as decision-making,evaluation and control,information flows and complexity of organization.He also included perpetuation,which he defined as recruiting,staffing,development.A fourth attitu
15、de-regiocentric-was added later.,16,local responsiveness,Global Integrity,Low,High,High,Ethnocentric,Geocentric,Regiocentric,Polycentric,17,We shall consider the connection between these four categories and staffing practices and examine the advantages and disadvantage of each approach.,18,Ethnocent
16、ric,Few foreign subsidiaries have any autonomy and strategic decision are made at headquarters.Key positions in domestic and foreign operations are held by headquarter personnel.Subsidiaries are managed by staff from the home country(PCNs).,19,There are often sound business reasons for pursuing an e
17、thnocentric staffing policy:a perceived lack of qualified host-country nationals(HCNs).The need to maintain good communication,coordination and control links with corporate headquarters.,20,For firms at the early stages of internationalization,an ethnocentric approach can reduce the perceived high r
18、isk.When a multinational acquire a firm in another country,it may wish initially to replace local managers with PCNs to ensure that the new subsidiary complies with overall corporate objectives and policies,or because local staff may not have the required level of competence.,21,Thus,an ethnocentric
19、 approach to a particular foreign market situation could be perfectly valid for a very experienced multinational.Having your own person,in whom you can place a degree of trust to do the right thing,can moderate the perceived high risk involved in foreign activities.,22,An ethnocentric policy,however
20、,has a number of disadvantages:It limits the promotion opportunities of HCNs,which may lead to reduced productivity and increased turnover among that group.The adaptation of expatriate managers to host countries often takes a long time,during which PCNs often make mistakes and poor decisions.,23,24,
21、when PCN and HCN compensation packages are compared,the often-considerable income gap in favor of PCNs is viewed by HCNs as unjustified.For many expatriates a key overseas position means new status,authority and an increase in standard of living.These changes may affect expatriates sensitivity to th
22、e needs and expectations of their host-county subordinates.,25,Polycentric The MNE treats each subsidiary as a distinct national entity with decision-making autonomy.Subsidiaries are usually managed by local nationals(HCNs),who are seldom promoted to positions at headquarters,and PCNs are rarely tra
23、nsferred to foreign subsidiary operations.,26,The main advantages of a polycentric policy are:Employing HCNs eliminates languages barriers,avoids the adjustment problems of expatriate managers and their families and removes the need for expensive cultural awareness training programs.Employment of HC
24、Ns allows a multinational company to take a lower profile in sensitive political situations.,27,Employment of HCNs is less expensive,even if a premium is paid to attract high-quality applicants.Gives continuity to the management of foreign subsidiaries.This approach avoids the turnover of key manage
25、rs that,by its very nature,results from an ethnocentric approach.,28,An ethnocentric policy,however,has a number of disadvantages:Bridging the gap between HCN subsidiary managers and PCN managers at corporate headquarters.Language barriers,conflicting national loyalties and a range of cultural diffe
26、rences may isolate the corporate headquarters staff from the various foreign subsidiaries.,29,Career paths of HCN and PCN managers.Host-country managers have limited opportunities to gain experience outside their own country and cannot progress beyond the senior positions in their own subsidiaries.P
27、arent-country managers also have limited opportunities to gain overseas experience.As headquarters positions are held only by PCNs,the senior corporate management group will have limited exposure to international operations and,over time,this will constrain strategic decision-making and resource all
28、ocation.,30,Geocentric Here,the MNE is taking a global approach to its operations,recognizing that each part(subsidiaries and headquarters)makes a unique contribution with its unique competence.It is accompanied by a worldwide integrated business and nationality is ignored in favor of ability.PCNs,H
29、CNs and TCNs can be found in key positions anywhere,including those at senior management level at headquarters and on the board of directors.,31,For example The Chief Executive Officer of the Swedish multinational Electrolux claims that,within this global company,there is not a tradition to hire man
30、aging directors from Sweden,or locally,but to find the person best suited for the job.That is,the color of ones passport does not matter when it comes to rewards,promotion and development.,32,For example,Coca-Cola uses host-country nationals whenever possible and uses U.S.expatriates only when there
31、 is need for a specific set of skills or when individuals in the host country require development.,33,Staff availability Time and cost constraint Host government requirements HRM policies,34,The main advantages of a polycentric policy are:It enables a multinational firm to develop an international e
32、xecutive team which assists in developing a global perspective and an internal pool of labor for deployment throughout the global organization.It overcomes the federation drawback of the polycentric approach.It supports cooperation and resource sharing across units.,35,As with the other staffing app
33、roaches,there are disadvantages with a geocentric policy:Host government want a high number of their citizens employed and may utilize immigration controls in order to force HCN employment if enough people and adequate skills are unavailable.,36,Many Western countries require companies to provide ex
34、tensive documentation if they wish to hire a foreign national instead of a local nationalProviding this documentation can be time consuming,expensive and，at times，futileA geocentric policy can be expensive to implement because of increased training and relocation costsA related factor is the need to
35、 have compensation structure with standardized international base Pay,which may be higher than national levels in many countries,37,Large numbers of PCNs，TCNs，and HCNs need to be sent abroad in order to build and maintain the international team required to support a geocentric staffing policyTo impl
36、ement a geocentric staffing policy successfully,therefore requires a longer lead time and more centralized control of the staffing processThis necessarily reduces the independence of subsidiary management in these issues，and this loss of autonomy may be resisted by the subsidiary,38,Regiocentric Thi
37、s approach reflects the geographic strategy and structure of the multinational Like the geocentric approach，it utilizes a wider pool of managers but in a limited way.Staff may move outside their countries but only within the particular geographic regionRegional managers may not be promoted to headqu
38、arters positions but enjoy a degree of regional autonomy in decision making.,39,For example,A US-based firm could create three regions：Europe，the Americas and AsiaPacificEuropean staff would be transferred throughout the European region(say a Briton to Germany,a French national to Belgium and a Germ
39、an to Spain)Staff transfers to the Asian-Pacific region from Europe would be rareas would transfers from the regions to headquarters in the USA,40,The advantages of this approach are：It allows interaction between executives transferred to regional headquarters from subsidiaries in the region and PCN
40、s posted to the regional headquarters.It reflects some sensitivity to local conditions，since local subsidiaries are staffed almost totally by HCNsIt can be a way for a multinational to move gradually from a purely ethnocentric or polycentric approach to a geocentric approach,41,There are some disadv
41、antages in a regiocentric policy：It can produce federalism at a regional rather than a country basis and constrain the organization from taking a global stanceWhile this approach does improve career prospects at the national levelit only moves the barrier to the regional levelStaff may advance to re
42、gional headquarters but seldom to positions at the parent headquarters,42,2.3 A philosophy toward staffing,In summary,based on top management attitudes，a multinational can pursue one of several approaches to international staffin9It may even proceed on an ad hoc basis，rather than systematically sele
43、cting one of the four approaches discussed above,43,The three sources of employees First,the company can send people from home country.These employees are often referred to as expatriates,or home-country nationals.Second,it can hire host-country nationals,natives of the host country,to do the managi
44、ng.Third,it can hire Third-country nationals,natives of a country other than the home country or host country.,44,Comparison of Advantages in sources of overseas Managers,Host-country nationals Less cost Preference of host-country government Intimate knowledge of environment and culture Language fac
45、ility,Home-country nationals Talent available within company Greater control Mobility Experience provided to corporate executives,Third-country nationals Broad experience International outlook Multilingualism,45,A trend At later stages of internationalization,there is typically a steady shift toward
46、 the use of host-country nationals.There are three reasons for this trend:Hiring local citizens is less costly because the company does not have to worry about the costs of home leaves,transportation,and special schooling allowances.Since local governments usually want good jobs for their citizens,f
47、oreign employers may be required to hire them.Using local talent avoids the problem of employees having to adjust to the culture.,46,Recently,there has also been a trend away from using only expatriates in the top management positions.In many cases,U.S.companies want to be viewed as true internation
48、al citizens.To avoid the strong influence of the home country,companies frequently change staffing policies to replace U.S.expatriates with local managers.,47,2.4 Influence factors In generate,employee recruitment in other countries is subject to more government regulation than it is in the United S
49、tates.Regulations range from those that cover procedures for recruitment employees to those that govern the employment of foreign labor or require the employment of the physically disabled,war veterans,or displaced persons.,48,For an example The government during the 1970s introduced a requirement t
50、hat foreign firms comply with an extensive set of affirmative action rules designed to provide additional employment opportunities for the indigenous Malays who constitute the major of the population but tend to be under-represented in business and professional employment groups relative to Chinese
