企業(yè)國際化經(jīng)營與戰(zhàn)略性人力資源管理（International operation of enterprise and strategic human resource management）

1、企業(yè)國際化經(jīng)營與戰(zhàn)略性人力資源管理（International operation of enterprise and strategic human resource management）International operation of enterprise and strategic human resource managementEnterprise internationalization management and strategic human resource management 2008-12-20 15:15:57Abstract: the global oper

2、ation of enterprise puts forward higher requirements to management, and its human resource management level determines the ability of enterprise to achieve strategic goal to a great extent. This paper introduces the influence of the internationalization of functions of human resource management; 3 a

3、ngles from the enterprise management attitude, enterprise development stage and the external influence factors, discusses the human resource management model of enterprise internationalization operation; summarized and put forward a brief comparison of domestic and international human resource manag

4、ement model. Globalization has swept all aspects of the business world. In order to realize the long-term growth of enterprises have a bigger stage - the world market competition, at the same time, differences in business environment and enterprises according to the local geographic location, custom

5、s, taste and adjust its products and services. The world market is far from a unified big market, regional market portfolio and closer to a plurality of loose contact separation, the enterprise internationalization means the unification must pursue global strategic integration and market activities

6、of local. In order to achieve the dual goals of global efficiency and local market responsiveness, multinational enterprises should not only adapt to the changing external environment and flexible organizational structure and strategic objectives, but also to develop the effective implementation of

7、the strategy management and the corresponding enterprise culture. It is the latter that often determines the success or failure of international business.I. The Influence of international operation on human resource managementIn the context of globalization, the enterprise human resources management

8、 and operation of the domestic situation is different, the specific performance of international human resource management in the face of a more turbulent and diversified management environment, need to perform more management functions, with the management function of the diversity and complexity o

9、f management has greatly improved, more external which need more involved in personal life in the process of management, and international human resource management efficiency will also lead to more pronounced adverse effects. Adler (1983) made after the investigation, there are two factors causing

10、the differences: cultural diversity (multiculturalism) and geographic diffusion (geographicdispersion), the former refers to the presence of from more than two different cultural backgrounds in the organization, the latter refers to the multinational companies in the establishment of a large number

11、of subsidiaries with the state of the nation. Cultural diversity and geographical spread of the existence of the international human resource management in the face of complexity, uncertainty and risk management greatly improve the business environment, the enterprise must to the local government, w

12、orkers and public opinion is more sensitive to the local environment and adjust the management idea and practice. Provide differentiated HR management. On the other hand, the cultural and geographic scope of the diversity faced by transnational corporations also has a positive impact on their busine

13、ss operations. Through effective human resource management, enterprises will have the opportunity to gain benefits and form a long-term growth base for enterprises. In brief, the positive factors that can be used by international companies include: (1) due to the coexistence of multiple cultures and

14、 perspectives, creativity and innovation within the enterprise may be strengthened;(2) to foreign consumers is more sensitive, more easy to understand the special requirements of customers; (3) to attract the best staff from the global scope; (4) the enterprise to seek the best business opportunitie

15、s in the global scope; (5) to create a super organizational culture, the essence of all inclusive culture in the formation of a part. A unified culture of excellence, and on this basis; (6) the formation of greater flexibility in the enterprise, adapt to different business environment and timely mak

16、e the necessary changes. From the point of view of current transnational enterprises, enterprises tend to pursue the advantages of product development and marketing, while these potential long-term advantages have not been realized in operation. While the long-term corporate advantage formation is d

17、etermined by the level of human resources management, it can be said that a strategic human resource management policy of enterprise and the level of the final decision will be whether it can effectively achieve business breakthroughs and internationalization goals.International human resource manag

18、ement is not in the content and type of management activities and domestic enterprise human resources management is obviously different, the difference mainly embodies in how they complete the management functions in different environment, the internationalization of business environment makes human

19、 resource management activity and management bottleneck problems in the field of concern different. Specifically:In terms of staffing, international strategic human resources management should be the key management position of staffing, namely grass-roots managers and operators to achieve localizati

20、on, and senior executives as corporate headquarters with different attitudes, from the home country and the host country or the world. Second, it is important to establish top management reserves for subsidiaries. Multinational corporations must make decisions of self-made or outsourced managers to

21、provide staff protection for long term business and smooth transition of policies. Thirdly, executives need to maintain a delicate balance between professional management skills, technical skills and environmental / situational adaptation to achieve the dual goal of achieving the enterprise. Improvi

22、ng the recruitment source and development project of managers is the main means to improve the local cultural adaptability.In the training and development field, the focus of international human resource management by the preparatory training for overseas personnel sent to establish a subsidiary man

23、agement staff of all international management development system, its purpose lies in the management of staff performance and improve the level of global perspective. The training and development activities involved is very extensive: management personnel to understand the organization, job responsi

24、bilities and skills through training, understand the workplace social, cultural and legal environment, development and management personnel of interpersonal skills in a specific social and cultural background. Accordingly, Baumgarten (1992) proposes that the three personal skills required by the gen

25、eral manager of a subsidiary of a multinational corporation are cultural sensitivity, technical skills and leadership. Many researchers regard training development as the most important international human resource management activity, but Tung (1981) research shows that there are differences in the

26、 importance of American, European and Japanese multinational corporations. When training and development become the privilege of sending overseas personnel, the unity of corporate culture, the expansion of the management perspective of local managers and the overall interests of transnational corpor

27、ations will be damaged. Therefore, the current trend is to expand training and development to the entire management level,To promote the formation of multicultural and multinational management teams.In the areas of evaluation and compensation management, institutional design requires understanding,

28、fairness and achievement of effective incentives for managers, and the nationality and cultural background of managers should not affect their assessment and remuneration. Due to the differences in the economic system, political system, development situation and tradition, culture, international ent

29、erprise salary management of the specific means is not a fixed pattern, which increased the difficulty of the research of compensation. For example, in some countries, employee income includes lower cash income and higher proportion of insurance / annuity income, while in other countries cash income

30、 is higher in total income. The structural differences in wages are largely determined by cultural differences, and can not automatically implement institutional transplantation in different cultural traditions. In this sense, it is more necessary to study the factors affecting the compensation of m

31、ultinational enterprises than to determine the wage level of a specific enterprise. In the salary system design, multinational enterprises should not only consider the additional compensation for purchasing power, all the countries in the labor market competition situation, the financial system and

32、the personnel sent difficult situation, more important is to improve the level of employee recognition and support of the overall goal and culture of the company, so as to reduce the coordination objectives, implementation of enterprise value management cost. This means that the remuneration system

33、of enterprises must not only consider the direct material reward (current or deferred payment), should also attach importance to the role of non material reward management, occupation prospects, such as management staff of international information exchange and participate in the enterprise strategi

34、c plan for the possibility of. Determining standards for performance evaluation is equally difficult. In multinational enterprises, the evaluation criteria not only include professional skills, but also include managers ability to adjust the local environment and culture. Hossain&david (1989) put fo

35、rward the evaluation criteria including technical skills, management skills, cultural empathy, adaptability and flexibility, communicative ability and language ability, adler&bartholomew (1992) put forward the objection to the above standard, they think this is still reflected by the standard assess

36、ment of home country headquarters executives from the perspective of national center. In the practical evaluation of transnational corporations, the evaluation standards used in order to strengthen the implementation of the companys global interests include managers knowledge of the preferences, val

37、ues and business practices of employees / clients of different cultural backgrounds. The complexity of management of multinational enterprises performance evaluation is related to the transfer price and the price competition strategy implementation, financial indicators cant reflect the managers con

38、tribution, and should be based on the actual contribution of subsidiary performance evaluation of enterprise overall.Two. Transnational enterprise management and three human resource management modelsThe stages of internationalization can be divided into four categories: multinational corporations (

39、multinational), global enterprises (global), international enterprises (International) and transnational corporations (transnational). Enterprises in different stages of their international development for different organizational structure, and the organizational structure of the differences direct

40、ly affect the management of human resources activities. On this issue, senior managers have different perspectives on international attitudes model, internationalization stage model and dual logic theory.OnePerlmutter senior managers of the internationalization of the attitude model of Perlmutter (1

41、969) proposed international managers there are three kinds of attitudes towards internationalization: National Center (ethnocentric), a multi center type (polycentric) and the center of the earth (type geocentric). The attitude of ethnocentrism, that is, the management of multinational enterprise he

42、adquarters, is that the management style, knowledge, evaluation standards and management personnel from the home country are better than the host country. The logical conclusion of this attitude is that the management and management of the company from the home country dominate the management of the

43、 subsidiary company. Only the management of the home country is the first choice of the senior managers of the company (including the headquarters and subsidiary companies). Multi center type attitude was different, that clear difference between home and host countries, believe that the managers in

44、the host country to have a greater say in dealing with local issues, a subsidiary of greater autonomy, the parent company is controlled by financial means. However, multicentric attitude also believes that because of cultural, social and economic differences, the company headquarters management job

45、should regulators bear, the managers in the host country should not encroach on the level of management positions. The managers of the global center are global oriented, and companies recruit managers from around the globe and assign them to work at headquarters or subsidiaries, but consider their n

46、ationality more. The theoretical framework of Perlmutter is now the basis for determining the types and strategic activities of international human resources management (see Table 1).Table 1 attitudes and human resource management of top managers in multinational enterprisesOrganizational design, Na

47、tional Center, polycentric, earth centeredThe complexity of the organization, the complexity of the home country organization, the simple, changeable and independent organizational structure of the subsidiary company, the more complicated system of the loose alliance, the stronger independence, and

48、the coordination of the overall goal of the organizationAuthority and decision-making authority have a high authority; the decision-making power is concentrated in the headquarters; the authority of the headquarters is relatively low; the degree of decentralization is higher; the goal is to form a c

49、ooperative relationship between the headquarters and subsidiary companiesEvaluate and control the standards of the home country to employees and performance evaluations. Local decisions are made to find common and local standardsReward and incentive means in headquarters subsidiary is higher, lower

50、use of variety; the performance of the subsidiary or given high or low paid international / local managers per capita due to reach the local and global standard and rewardCommunication, one-way information flow, a large number of orders, guidance and construction subsidiary flow from the total outfl

51、ow and inflow of information are few; information flow between subsidiaries rarely between headquarters and subsidiary company, the subsidiary company and its management of the existence of a large number of information flowThe formation of a sense of identity, the nationality of the host country, t

52、he nationality of the host country, the internationalization of the company completely, but the consideration of the national interestRecruitment, recruitment and development of home development and placement of personnel, place the key position in the world in the host country, the development of l

53、ocal recruitment supplementary key positions subsidiary in the global recruitment and development of the best personnel, and personnel and equipment in the global scopeIn the study of transnational enterprises, the theory of Perlmutter has been proved to some extent. Tung (1988) research shows that

54、compared with European and American multinational enterprises,Japanese companies tend to at all levels of the organization more expatriates, reflecting the Japanese enterprises to comply with the human resource center is the mother of this policy, and Japanese companies usually in the global strateg

55、y and organizational structure that consistent centralized control headquarters. European firms are less likely to use overseas personnel, consistent with a multinational strategy that emphasizes local demand. But in Latin America and the Far East, the number of European companies expatriates has re

56、ached very high proportion, in the senior management level were 79% and 85%, which shows that when the cultural differences between multinational parent company and subsidiaries of large, home center human resources policy is still a large number of uses. Perlmutters theoretical analysis of the posi

57、tioning of multinational enterprise headquarters is too general and can not provide specific guidance for human resource managers on task design, training programs and compensation portfolio. But the theory is still a pioneering and influential model.Internationalization stage model of 2.adier&ghada

58、rAdler&ghadar venon (1966) in the product cycle theory based on the formation of transnational enterprise internationalization stage model, and consider the impact of culture on transnational enterprise management degree difference, proposed the characteristics of human resource management correspon

59、ding to each stage of development center.According to venons theory of product cycle, the international product cycle can be divided into three stages: Hi Tech period, growth and internationalization stage and maturity stage according to the trade and investment conditions. Accordingly, adler&ghadar (1990) put forward the enterprise internationalization stages, namely domestic production stage, stage of internationalization and multinational operation stage, in ad