国际人力资源管理课件.pptVIP

与大师面对面;国际人力资源管理的特殊性(The policies and practices related to managing people in an internationally oriented organization);Demographics;;More than ever, organizations are likely to be fluid, continually changing, and have many new relationships, from joint ventures, alliances, and partnerships to use of vendors and subcontractors. Embattled organizations are continually under pressure to increase outputs, improve cycle time, enhance competitiveness. A focus on short-term achievements is an imperative. Corporate acquisitions may often seen as a better bet than undertaking long-term product development. Important skills and talent are to be hired as needed rather than developed internally over a long period. Conversely, unneeded employees should be quickly converted or disposed of.;Expect few long-term commitments from employers. Accept that career development is mostly your own responsibility. It is a good idea to keep a “parachute” handy (through an up-to-date resume and a network of contacts). When it comes to job skills and experiences, there is a need for continuous development. In general, a certain amount of distrust and suspicion about employers is probably wise. Expect and seek quicker advancement when you merit it and don’t depend on mere length of service or employer beneficence.;社会与文化系统;文化对工作的影响:Hofstede 的国家文化模式;个人主义 vs. 集体主义;权力距离;表1：公共部门和企业员工不确定性回避得分表;成就导向 vs 抚育导向;风险趋避;长期导向;跨国公司与全球公司(Multinational and Global Corporations);国际派任(International Assignments ) ;国际企业的HRM基本思维1;海外派任人员没有国籍的考虑，唯才是用。 ;国际企业的用人哲学 ;外派经理人员 (The Expatriate Manager);晋用与选拔(Recruitment and Selection);外派人员的选拔任用;文化震撼(Culture Shock );外派人员训练的三阶段 ;拒用当地员工(HCNs—— Host Country Nationals)的原因;Global HRM 的法律与道德 企业国际化的程度;配合 (Fit)Concept of “Fit” in Global HRM;Linking International HRM Practices to Competitive Advantage国际人力资源管理与竞争优势的联系;;Culture文化;Cross-Cultural Differences in the Workplace工作场中跨越文化的差异;Expatriates海外派遣人员;The Use of Expatriates and Competitive Advantage海外派遣人员的使用及其竞争优势;Select