人力资源管理的TwoEnvironment讲座(ppt)
Lecture Two Environment of HRM
How does the environment affect HRM?
Issues
What is the development of international business?
What is the impact of the environment on HRM
What is the influences of legal environment upon HRM?
What organizational factors affect HR activities?
What are global HRM strategies?
The International Business and HRM
I. Development of International Business
Stages:
Foreign Trade
Sales Subsidiary
International Division
Multinational Enterprise (MNE)
Globalization
Alliances, Partnerships, and Consortia
II. Environmental Factors Affecting HRM
External Environment:
the labor force
legal considerations
society
union
shareholders,
competition
customers
technology
the economy
Environmental Factors Affecting HRM
NAFTA, EU, APEC
9.11 Terrorist Attack
SARS
Recent Bird Flu
Market Economic System
Global Village
Labor Migration
Living Standards and Poverty
Environment Protection
Environmental Factors Affecting HRM
Technology: Supersonic Airplane, Sony’s Wireless board）
Information Technology: Telegram, Telex, Fax, Internet
Biotech: bioinformatics
Energy Technology: Electric Car
Environmental Factors Affecting HRM
Knowledge Economy vs Traditional Economy: knowledge and Innovation
Competition for Source, Market, and Time
Corporate Strategy: Cost—Differentiation
Virtual Organization
Capital vs. Human Capital
Training and Career Development

Competition on Standards
Super firms sell Standards
First class firms sell Brand
Second class firms sell Technology
Third class sell Products
Fourth class firms sell labor

Environmental Factors Affecting HRM
Internal Environment:
operations
marketing
finance
R&D
Accounting

Legal Environment: Types of Discrimination
Age Discrimination
Religious Discrimination
Racial Discrimination
Sexual Discrimination
Sexual Harassment
III. The Organizational Context: the Path to global Status
Export department
Sales Subsidiary
International Division
Global Product Division
Global Area Division
the Matrix
Beyond the Matrix
U.S., European, and Japanese Structural Changes
Control Mechanisms in the Networked MNC
Linking Operation Mode and HRM
Determinants of IHRM Approaches and Activities
Managing the Diverse Workforce
IV. Managing the Diverse Workforce
age
functional specialty
profession
sexual orientation
geographic origin
lifestyle
tenure with organization or position
Components and Characteristics of Culture
Definition
a way of life shared by members of some social group
Older members of the group pass to younger ones
shapes behavior and structures perception of the world

Components and Characteristics of Culture
Thinking (ideas): values, beliefs, myths, and folklore
Doing (norms): laws, status, customs, regulations, ceremonies, fashions, and etiquette
Living (materials): food, clothing, natural resources, tools, etc.
VI. Factors Influencing the Cultural Environment
religion
education
economics
politics
family
class structure
language
history
natural resources/ geography
The religion plays an important role in the difference of culture.
VII. Levels of Culture
Corporate culture
Ethnic culture
Regional culture
National culture
Global culture
VIII. Diversity in the Workplace
The issue of diversity is one reality of being globally competitive.
The challenge of managers in the coming decades will be to recognize that people with common, but difference characteristics from the mainstream, often think differently, act differently, learn differently, and communicate differently. Because every person, culture, and business situation is unique, there are no simple rules for managing diversity.
Diversity in the Workplace
We should all need to develop patience, open-mindedness, acceptance, and cultural awareness. Only such measures can productivity be maximized.
Diversity in the Workplace
single parent and working mother
dual-career couples
workers of color
older workers
people with disabilities
immigrants
young persons with limited education or skill
educational level of employees
IX. Organizational Factors affect HR Activities
Stage of internationalization
Mode of operation used in the various foreign markets
Method of control and coordination
Strategic importance of the overseas operations to total corporate profitability



X. Global HRM
Global HRM: The use of global human resources to achieve organizational objectives without regard to geographic boundaries.
Five functional areas associated with effective global HRM:
Global HR planning, recruitment, and selection
Global training and development
Global compensation and benefits
Global safety and health, and
Global employee and labor relations
1. Global HR Planning, Recruitment, and Selection
A Global organization must have qualified individuals in specific jobs at specific places and times to accomplished its goals. This process involves obtaining such people globally through HR planing, recruitment, and selection.
Global employees can be selected from three different areas including expatriates from parent-country nationals, host-country nationals, and the third country nationals. (Mercedes-Benz was able to select　the most qualified 900 employees from the 45, 000-applicant pool.)
2. Global Training and Development
Global training and development is needed because people, jobs, and organizations are often quite different globally from the way they are domestically. The training and development process should start as soon as the workforce is selected, even before beginning global operations if possible. (Mercedes-Benz in the States sent 165 early hires to Germany for their training. After receiving their training, these individuals, along with 70 Germans, conducted employee training in the States.)
Large-scale training and development programs are essential for most global relocations.
3. Global Compensation and Benefits
The main reason that organizations relocate to other areas of the world is probably the high wage pressures that threaten their ability to compete on a global basis. Wage pressures and union inflexibility in Germany were the primary reason. (Mercedes-Benz went global to avoid paying $30 an hour in Germany. Mercedes-Benz paid $13-$18 an hour in Alabama.)
Compensation levels are usually much lower globally.
Various in laws, living costs, tax policies, and other factors all must be considered when a company is established global compensation packages.

4. Global Safety and Health
Safety and health laws and regulations vary greatly from country to country.
Workplace safety varies significantly among different countries.
Health care facilities across the globe show wide diversity in their state of modernization.
Firms not only consider safety and health plans, but also have disaster plans for evacuating expatriates if natural disasters, civil conflicts, or wars occur.


5. Global Employee and Labor Relations
The rate of unionism:
U.S., 14.5%; Sweden, 96%; U.K., 50%;
Germany, 43%; Canada, 36%; and Japan & France, 28%
Although the rates appear impressive compared with the States, unions in theses countries are generally less adversarial with management and less focused on wage gains, globalization is a major threat to wage gains worldwide.
6. Global Employee and Labor Relations
Human resource policies and practices must be geared to deal with the global differences in collective bargaining.
The strength and nature of unions differ from country to country. Some countries, like Germany, even require firms to have union or worker representatives on their boards of directors. This practice is very common in European countries.
7. Equal Employment Opportunity in the United States and Labor Law in China
The U.S. Civil Rights Act (1964): An employer cannot discriminate on the basis of race, color, religion, sex, or nation origin with respect to employment
China’s Labor Law (1995)
XI. Barriers to Effective Global HRM
HR management must consider the potential impact of global differences on human resources.
Difference in politics, law, culture, economics, labor-management relations system, and other factors complicate the task of global human resource management.
Some possible barriers to effective global management: Political and legal, culture, economic, labor-management relations, language, etc.
XII. Global HRM Strategies
HR managers must help their corporations achieve the global strategies in the following ways:
understand its multiple, national cultures
integrate and coordinate these differing national cultures
hire and train a truly world-quality and globally aware workforce and management team
develop career planning and management programs
understand global business
develop ability to communicate to global workforce

Thank You
Very Much!

人力资源管理的TwoEnvironment讲座(ppt)