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远卓-人力资源模版库-Global Human Resource Management007
Indicators of Globalization International trade is growing at a more rapid rate than world output Foreign direct investment (FDI) flows have set record levels in recent years Cross-border inter-firm agreements have risen dramatically during the last 20 years Social, economic, and political developments throughout the world have changed the way global business is conducted The People Factor Firms need to strengthen their presence, involvement, and relative positions in the domestic and global marketplace This can be done by utilizing their global human resources in a manner that helps them establish and sustain competitive advantage Global Human Resource Management (GHRM) Refers to the policies and practices related to managing people in an internationally oriented organization Includes the same functions as domestic HRM There are many unique aspects to human resource management in the international organization Major HRM Problems for the International Corporation (1 of 2) Selecting and training local managers Companywide loyalty and motivation Speaking local language and understanding local culture Appraising managers’ overseas performance Planning systematic management succession Hiring local sales personnel Major HRM Problems for the International Corporation (2 of 2) Compensating local foreign managers Hiring and training foreign technical employees Selecting and training American managers for overseas Dealing with foreign unions and labor laws Promoting or transferring foreign managers Compensating American managers for an overseas assignment Comparison of Hourly Compensation Costs of Manufacturing (in U.S. dollars) The Cultural Nature of Global HRM The cultural differences between nations influence the effectiveness of HRM policies and practices Of critical importance: understanding these differences ensuring that HRM and the cultural orientation of workers are congruent with one another Hofstede’s Dimensions of Culture The Concept of “Fit” in Global HRM Intern
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