LectureTwoEnvironmentofHRM(英文PPT40.pptx
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LectureTwoEnvironmentofHRM(英文PPT40.pptx
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LectureTwoEnvironmentofHRM,HowdoestheenvironmentaffectHRM?
Issues,Whatisthedevelopmentofinternationalbusiness?
WhatistheimpactoftheenvironmentonHRMWhatistheinfluencesoflegalenvironmentuponHRM?
WhatorganizationalfactorsaffectHRactivities?
WhatareglobalHRMstrategies?
TheInternationalBusinessandHRM,I.DevelopmentofInternationalBusiness,Stages:
ForeignTradeSalesSubsidiaryInternationalDivisionMultinationalEnterprise(MNE)GlobalizationAlliances,Partnerships,andConsortia,II.EnvironmentalFactorsAffectingHRM,ExternalEnvironment:
thelaborforcelegalconsiderationssocietyunionshareholders,competitioncustomerstechnologytheeconomy,EnvironmentalFactorsAffectingHRM,NAFTA,EU,APEC9.11TerroristAttackSARSRecentBirdFluMarketEconomicSystemGlobalVillageLaborMigrationLivingStandardsandPovertyEnvironmentProtection,EnvironmentalFactorsAffectingHRM,Technology:
SupersonicAirplane,SonysWirelessboard)InformationTechnology:
Telegram,Telex,Fax,InternetBiotech:
bioinformaticsEnergyTechnology:
ElectricCar,EnvironmentalFactorsAffectingHRM,KnowledgeEconomyvsTraditionalEconomy:
knowledgeandInnovationCompetitionforSource,Market,andTimeCorporateStrategy:
CostDifferentiationVirtualOrganizationCapitalvs.HumanCapitalTrainingandCareerDevelopment,CompetitiononStandards,SuperfirmssellStandardsFirstclassfirmssellBrandSecondclassfirmssellTechnologyThirdclasssellProductsFourthclassfirmsselllabor,EnvironmentalFactorsAffectingHRM,InternalEnvironment:
operationsmarketingfinanceR&DAccounting,ExternalAnalysisOpportunitiesThreats,InternalAnalysisStrengthsWeakness,StrategicChoice,Mission,Goals,LegalEnvironment:
TypesofDiscrimination,AgeDiscriminationReligiousDiscriminationRacialDiscriminationSexualDiscriminationSexualHarassment,III.TheOrganizationalContext:
thePathtoglobalStatus,ExportdepartmentSalesSubsidiaryInternationalDivisionGlobalProductDivisionGlobalAreaDivisiontheMatrixBeyondtheMatrixU.S.,European,andJapaneseStructuralChangesControlMechanismsintheNetworkedMNCLinkingOperationModeandHRMDeterminantsofIHRMApproachesandActivities,ManagingtheDiverseWorkforce,IV.ManagingtheDiverseWorkforce,agefunctionalspecialtyprofessionsexualorientationgeographicoriginlifestyletenurewithorganizationorposition,ComponentsandCharacteristicsofCulture,DefinitionawayoflifesharedbymembersofsomesocialgroupOldermembersofthegrouppasstoyoungeronesshapesbehaviorandstructuresperceptionoftheworld,Culture.,ComponentsandCharacteristicsofCulture,Thinking(ideas):
values,beliefs,myths,andfolkloreDoing(norms):
laws,status,customs,regulations,ceremonies,fashions,andetiquetteLiving(materials):
food,clothing,naturalresources,tools,etc.,VI.FactorsInfluencingtheCulturalEnvironment,religioneducationeconomicspoliticsfamilyclassstructurelanguagehistorynaturalresources/geography,Thereligionplaysanimportantroleinthedifferenceofculture.,VII.LevelsofCulture,CorporatecultureEthniccultureRegionalcultureNationalcultureGlobalculture,VIII.DiversityintheWorkplace,Theissueofdiversityisonerealityofbeinggloballycompetitive.Thechallengeofmanagersinthecomingdecadeswillbetorecognizethatpeoplewithcommon,butdifferencecharacteristicsfromthemainstream,oftenthinkdifferently,actdifferently,learndifferently,andcommunicatedifferently.Becauseeveryperson,culture,andbusinesssituationisunique,therearenosimplerulesformanagingdiversity.,DiversityintheWorkplace,Weshouldallneedtodeveloppatience,open-mindedness,acceptance,andculturalawareness.Onlysuchmeasurescanproductivitybemaximized.,DiversityintheWorkplace,singleparentandworkingmotherdual-careercouplesworkersofcolorolderworkerspeoplewithdisabilitiesimmigrantsyoungpersonswithlimitededucationorskilleducationallevelofemployees,IX.OrganizationalFactorsaffectHRActivities,StageofinternationalizationModeofoperationusedinthevariousforeignmarketsMethodofcontrolandcoordinationStrategicimportanceoftheoverseasoperationstototalcorporateprofitability,ProductStrategy,TypesofInformation,OrganizationalStructure,RewardSystems,Selection,Training,andDevelopmentofPeople,TaskDesign,Performance,DimensionofHRMPractices,ManagingTheHumanResourceEnvironment,AcquiringandPreparingHumanResources,AssessmentandDevelopmentofHumanResource,CompensatingHumanResources,Competitiveness,BusinessCompetence,ProfessionalandTechnicalKnowledge,HRProfessional,IntegrationCompetence,AbilitytoManageChange,X.GlobalHRM,GlobalHRM:
Theuseofglobalhumanresourcestoachieveorganizationalobjectiveswithoutregardtogeographicboundaries.FivefunctionalareasassociatedwitheffectiveglobalHRM:
GlobalHRplanning,recruitment,andselectionGlobaltraininganddevelopmentGlobalcompensationandbenefitsGlobalsafetyandhealth,andGlobalemployeeandlaborrelations,1.GlobalHRPlanning,Recruitment,andSelection,AGlobalorganizationmusthavequalifiedindividualsinspecificjobsatspecificplacesandtimestoaccomplisheditsgoals.ThisprocessinvolvesobtainingsuchpeoplegloballythroughHRplaning,recruitment,andselection.Globalemployeescanbeselectedfromthreedifferentareasincludingexpatriatesfromparent-countrynationals,host-countrynationals,andthethirdcountrynationals.(Mercedes-Benzwasabletoselectthemostqualified900employeesfromthe45,000-applicantpool.),2.GlobalTrainingandDevelopment,Globaltraininganddevelopmentisneededbecausepeople,jobs,andorganizationsareoftenquitedifferentgloballyfromthewaytheyaredomestically.Thetraininganddevelopmentprocessshouldstartassoonastheworkforceisselected,evenbeforebeginningglobaloperationsifpossible.(Mercedes-BenzintheStatessent165earlyhirestoGermanyfortheirtraining.Afterreceivingtheirtraining,theseindividuals,alongwith70Germans,conductedemployeetrainingintheStates.)Large-scaletraininganddevelopmentprogramsareessentialformostglobalrelocations.,3.GlobalCompensationandBenefits,Themainreasonthatorganizationsrelocatetootherareasoftheworldisprobablythehighwagepressuresthatthreatentheirabilitytocompeteonaglobalbasis.WagepressuresandunioninflexibilityinGermanyweretheprimaryreason.(Mercedes-Benzwentglobaltoavoidpaying$30anhourinGermany.Mercedes-Benzpaid$13-$18anhourinAlabama.)Compensationlevelsareusuallymuchlowerglobally.Variousinlaws,livingcosts,taxpolicies,andotherfactorsallmustbeconsideredwhenacompanyisestablishedglobalcompensationpackages.,4.GlobalSafetyandHealth,Safetyandhealthlawsandregulationsvarygreatlyfromcountrytocountry.Workplacesafetyvariessignificantlyamongdifferentcountries.Healthcarefacilitiesacrosstheglobeshowwidediversityintheirstateofmodernization.Firmsnotonlyconsidersafetyandhealthplans,butalsohavedisasterplansforevacuatingexpatriatesifnaturaldisasters,civilconflicts,orwarsoccur.,5.GlobalEmployeeandLaborRelations,Therateofunionism:
U.S.,14.5%;Sweden,96%;U.K.,50%;Germany,43%;Canada,36%;andJapan&France,28%AlthoughtheratesappearimpressivecomparedwiththeStates,unionsinthesescountriesaregenerallylessadversarialwithmanagementandlessfocusedonwagegains,globalizationisamajorthreattowagegainsworldwide.,6.GlobalEmployeeandLaborRelations,Humanresourcepoliciesandpracticesmustbegearedtodealwiththeglobaldifferencesincollectivebargaining.Thestrengthandnatureofunionsdifferfromcountrytocountry.Somecountries,likeGermany,evenrequirefirmstohaveunionorworkerrepresentativesontheirboardsofdirectors.ThispracticeisverycommoninEuropeancountries.,7.EqualEmploymentOpportunityintheUnitedStatesandLaborLawinChina,TheU.S.CivilRightsAct(1964):
Anemployercannotdiscriminateonthebasisofrace,color,religion,sex,ornationoriginwithrespecttoemploymentChinasLaborLaw(1995),XI.BarrierstoEffectiveGlobalHRM,HRmanagementmustconsiderthepotentialimpactofglobaldifferencesonhumanresources.Differenceinpolitics,law,culture,economics,labor-managementrelationssystem,andotherfactorscomplicatethetaskofglobalhumanresourcemanagement.Somepossiblebarrierstoeffectiveglobalmanagement:
Politicalandlegal,culture,economic,labor-managementrelations,language,etc.,XII.GlobalHRMStrategies,HRmanagersmusthelptheircorporationsachievetheglobalstrategiesinthefollowingways:
understanditsmultiple,nationalculturesintegrateandcoordinatethesedifferingnationalcultureshireandtrainatrulyworld-qualityandgloballyawareworkforceandmanagementteamdevelopcareerplanningandmanagementprogramsunderstandglobalbusinessdevelopabilitytocommunicatetoglobalworkforce,ThankYouVeryMuch!
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