Chapter 5 International Human Resource Management [兼容模式]
Human Resource Management(人力资源管理)
1 - 14
Objectives of the HRM Function (2 of 3)
Developing and maintaining a quality of work life that makes employment in the organization desirable
Communicating HRM policies to all employees
workforce efficiently Providing the organization with well-trained
and well-motivated employees Increasing to the fullest the employee’s job
satisfaction and self-actualization
investment Grievance rates Accident rates
1 - 13
Objectives of the HRM Function (1 of 3)
Helping the organization reach its goals Employing the skills and abilities of the
1-5
Four descriptions of the HRM function:
1. It is action-oriented 2. It is people-oriented 3. It is globally-oriented 4. It is future-oriented
1-6
Historical Foundations of HRM
Human resource specialists must show that they contribute to the goals and mission of the firm
Lec.Chapter 5
Human Resource Planning.HR Information Systems.Lecture 5 relevant reading –Chapter 7Copyright 2007 McGraw-Hill Australia Pty LtdPPTs t/a Human Resource Management in Australia 3e by De Cieriet al.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Lecture outline•This lecture will be divided into two sections•Part 1 will cover Human Resource Planning•Part 2 will cover Human Resource Information Systems ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Human resource planning (HRP) ObjectivesDiscuss how to align a company’s humanresource planning with its strategic direction.Determine the labour demand of workers invarious job categories.Discuss the advantages and disadvantages ofvarious ways of eliminating a labour surplus andavoiding a labour shortage.Discuss the types of technologies that canimprove the efficiency and effectiveness of HR.Discuss human resource information systems and their various applications for HR activities.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________What is HRP?•Bridge between strategic HRM and HR functions•A move from STATIC (here, now) to DYNAMIC (predictions of future changes)•Attempt to match future human resources to future needs of organisation •Involves forecasting –risks ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________What is HRP? (contin.)•Incorporates knowledge, skills and abilities of human resources –i.e.not justaggregates•Assists several HR activities• A particular challenge in rapid-changeenvironment•Requires knowledge of org’s variousactivities and linkages b/w them•Local (supervisor?) input desirable as well as more strategic input ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRP☐The process through which organizational goals are translated into human resource goals, concerned with staffing levels and allocation.☐Human resource planning involves forecasting human resource needs for an organization, and planning the necessary steps to meet these needs.☐‘HRP systematically forecasts an organisation’s future demand for, and supply of, employees’(Werther & Davis, 1989)Strategic, long-term staffing plan covering all HR activities, closely linked to organisationalstrategies and objectives ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Figure 7.1 Overview of the HRP process_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________HRP and strategic organisational planning •Strategic planning involves settingorganisational objectives and plans toachieve them•Part of this involves definition oforganisation’s philosophy, ‘scanning’environment, SWOT analysis, formulation of strategies•HRP uses this to focus closely on labour demand and supply issues atdisaggregated level ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________How widely utilised?•Most (>90%) of Aus orgs develop formalcorporate plans (most with HR input)•Only around 50% develop HR plans•More common among large orgs, those undergoing rapid change, people-focused cultures, orgs indynamic environments•Used more in private sector than public•Most use basic techniques, few use formal supply demand and supply analysis, HRIS ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Some key features•HR plan is used to guide decisions on recruitment & selection, performance management, training, career structures etc •Linkages with strategy are being increasingly recognised•Integration with strategy is most important element ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Goal setting and strategic planning•Reducing an expected labor surplus, e.g.–Downsizing–Early retirement programsor•Avoiding an expected labor shortage,e.g.–Employing temporary workers–Outsourcing–Overtime and expanding worker hours ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Table 7.2 Options for reducing an expected labour surplusOption Speed Human suffering 1Downsizing Fast High2Pay reductions Fast High3Demotions Fast High4Transfers Fast Moderate5Work sharing Fast Moderate6Retirement Slow Low7Natural attrition Slow Low8Retraining Slow LowCopyright 2007 McGraw-Hill Australia Pty LtdPPTs t/a Human Resource Management in Australia 3e by De Cieri et al.7-12_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Table 7.3 Options for avoiding an expected labour shortageOption Speed Revocability 1Overtime Fast High2Temporary employees Fast High3Outsourcing Fast High4Retrained transfers Slow High5Turnover reductions Slow Moderate 6New external recruits Slow Low7Technological innovation Slow LowCopyright 2007 McGraw-Hill Australia Pty LtdPPTs t/a Human Resource Management in Australia 3e by De Cieri et al.7-13_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________HR planning process•Phase 1Assessing supply and demand for each type of labour•Start with current situation and forecast likely changes ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Forecasting•The attempt to determine the supply of and demand for various types of human resources, in order to predict future labor shortages or surpluses in areas within the organization.Labour supply comes from:•Internal•External ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Labour demand forecasting •Involves predicting numbers and types ofemployees needed in future –challenging!•Can use qualitative and/or qualitativeapproaches•Quantitative can be complex and expensive •Qualitative often less structured –intuition,‘rule of thumb’, Delphi technique (segmentproblem, usespecialists on each component), trend analysis •High costs of poor forecasting e.g.training,capital misallocations ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Downsizing•The planned elimination of large numbers of personnel designed to enhance organisational effectiveness.–Workforce reduction–Organisational redesign–Systemic change ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Major reasons for downsizing•Cost reduction•Introduction of new technology •Mergers and acquisitions leading to reduced need for bureaucracy •Globalization and changinglocation of business ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Major reasons for the failure of downsizing•Initial cost savings but long-term negative effects•Loss of people who are ‘irreplaceableassets’•‘Survivor syndrome’: loss of motivation,self-absorption, risk-aversion•‘Survivors’ seek new employment •Reputational damage ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Formulating human resource plans•Once labour demand and supply forecasts are made an integrated staffing plan needs to be developed•Aspects include –recruitment, training, development, succession planning, job design etc•Openness to change in dynamic environment•Role of culture ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HR planning process (contin.)•Phase 2Developing objectives–outcome of organisational strategy and goals. May be broad, far-reaching –e.g. improve morale•Phase 3Programming–develop and implement policies to help match supply and demand for each category of worker ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HR planning process (contin.)•Phase 4Control and evaluation.•HRIS used to regularly monitor progress. Permits control and evaluation •Prompt remedial action, if necessary •Programs must meet user needs ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Program implementation and evaluation•Accountability•Authority and resources available to accomplish the stated goals •Regular progress reports onimplementation•Evaluation of results ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Formal HRP is more likely in organisations that:–are larger–have greater overall business planningsophistication–have top management support for humanresource planning–have more involvement of human resource managers in the business planning process –have greater integration across humanresource activities ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Strategic approach to HRPincludes:top management and HR managers desiringproactive involvement of HRM in the achievement of organizational goalsintegration of employee needs and wishes forcareer development with organizational goalscoordination across HRM activities in light oforganizational strategies and goalsadherence to principles of equal opportunityfocus on planning at the organizational level, notonly at industry or regional level ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Negatives of HRP•Can be difficult, time-consuming •May have long lead times, lags during which environment may change •Culture can be extremely difficult to modify•Vested interest groups may not co-operate ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Benefits of HRP•Human resources better utilised •Less wastage, bottlenecks leading to improved productivity, profitability •Labour recruited at right time •Morale can be enhanced •Redundancies lessened throughaccurate planning ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Summary: HRP•When managed well, human resource planning can enhance the success of the organisation, while minimising difficulties resulting from poorly anticipated labour surpluses or shortages.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Human resource informationsystems (HRIS)•Objectives–Discuss the types of technologiesthat can improve the efficiency andeffectiveness of HR.–Discuss human resource information systems and their variousapplications for HR activities.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Human resource informationsystems(HRIS)•A system used to acquire, store, manipulate, analyze, retrieve and distribute information related to a company’s human resources.___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS•Note: also known as HRIMS•For recording and processing data •Supports strategic, operational and administrative goals and objectives •Enhanced speed, efficiency, lower administrative costs•New capabilities –data manipulation, estimation etc ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Factors leading to use of moresophisticated HRIS •Development of increasingly complex and comprehensive IT systems •Economic pressures•Increasing demands by government for organizations to collect employee data ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Three broad functions for HRIS –Transaction processing, reportingand tracking–Decision support systems–Expert systems ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Technology: advantages or disadvantages?•Employees gain complete control over their training and benefits enrolments (self-service)• A paperless employment office can be created•Streamlining the HR department’s work•Technology can provide knowledge-based decision support•Employees and managers select the type of media they want to use to send and receive information•Work can be completed at any time, any place, day or night•Closer monitoring of employees’ work ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HR technologies •Interactive voice technology •Internet•Networks and client-server architecture •Relational databases•Imaging•Laser disc technology •Groupware, intranets and portals •Global positioning systems ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS role in HRP•Revolution in storage of data onemployees•Govt legislation has become morecomplex in data requirements –e.g.OH&S, FBT, EEO etc•Advances in computer technologylowered dramatically the costs of storage of complex data•Can be bought ‘off-the-shelf’___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Benefits of HRIS•Faster data processing enhanced communication across org., accuracy of data, decreased costs, improved planning possibilities•Can include data on employees, jobs and work conditions, positions, leave management•Employee self-service (ESS)___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS –Types of data•Individual–Name, Personal detail –Previous experience –Conditions of service ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS –Types of data (cont.)•Collective–Enterprise agreements, contractemployees, skills inventory,vacancies–Recruitment and selection–Career paths and succession plans ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Linkages with other activities •Benchmarking –within and outside org•Enables tracking of performance data •Aids analysis•Identify patterns…___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________HRIS: examples of applications for HRM•HR planning•Staffing•Performance management •Learning and career development •Compensation and benefits ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Some relevant issues•Confidentiality, privacy, access •Safeguards needed to avoid abuse and offer assurance•‘Big brother' perception •Transparency –inform those monitored •Qualitative and quantitative ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Successful HRIS•Contain accurate employee and job data •Flexibility –adapt to present and future requirements•Dynamic and comprehensive•Clear link with and contribution to HR plans•Modular and integrated•Clear control of HR costs ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Looking ahead…•Increased involvement of employees in design•Easy soft and hardware updates•‘Off-the-shelf’ needs to beflexible/modifies easily for individualorganisation’s needs•Regular review involving all stakeholders ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________Summary: HRIS •Increasingly, organizations depend on more sophisticated HRIS in order to support human resource activities. ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________ ___________________________________。
humanresouce5
• Organizational development
– Stock of knowledge, skills and abilities – Global mindset – Expatriates as agents of direct control and socialization
Reflecting the general literature on this topic, the focus of the chapter is on the traditional, expatriate assignment. However, where possible, we will draw out training and development aspects relating to short-term assignments, non-standard assignments and international business travelers.
• The role of training in supporting expatriate adjustment and on-assignment performance. • Components of effective pre-departure training programs such as cultural awareness, preliminary visits and language skills. Relocation assistance and training for trainers are also addressed. • The effectiveness of pre-departure training. • The developmental aspect of international assignments and its relation to international career paths. • Training and developing international management teams. (cont.)
international-human-resource-management
日本经理做出的。外派日籍经理常常重演母国风格的决策方式，
即在分布于诸如纽约和波士顿等美国主要城市的日本式酒吧中，
边喝酒过开会到深夜。也常常存在“影子经理”。
统计显示，日本公司对外国人有无形的限制。在美国的日本
公司高层经理中，非日籍雇员不到35％。
然而，并不是所有日本公司都相雷同。例如，索尼公司在其
董事会中有两名非日籍雇员：一名瑞士人和一名美国人。瑞士籍
美国多国海外任职经理的失败率10%-40%之间。业绩差而被调回 国内的经理，或那些由于自身或其家庭不能适应当地的文化而选择回国 的经理。还有未在失败率上体现出来的，那就是海外经理的业绩水平普 遍低于期望水平。
高成本以及难以找到具备如语言流利等技能的美国经理都使一些公司 对此感到失望。80年代中期的一项研究显示，41％的美国多国公司预 期到 90年代中期以前持续削减外派人员。在 1992年，大约有15万名 美国经理在国外为美国多国公司工作，比五年前减少了25％。
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（二）美国海外派遣人员之理 想背景
1，妻子及家族的适应性 2，领导能力 3，工作上的知识及对工作的理解 4，当地语言的理解应用能力 5，受教育水平 6，尊重当地国家法律与国民 7，海外工作经验 8，海外工作的意愿
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（三）日本海外派遣人员之理 想背景
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一、导向orientation
（一） 民族中心 Ethnocentric
1，重要的管理雇员和技术雇员来自母国 2，选拔标准-母国的业绩和技术专长 3， evaluation and rewards and
promotion-home country standard. 4，教训有限的 5，负面影响
Chap005HRM
5-5
HR Planning
U.S. Dept. of Labor Projections for 2006 through 2016 Asians and Hispanics will enter the labor force at 29.9% White, non-Hispanics will increase by 1.4% Workers 55 and older will increase by 46.7%
The strategic plan must adapt to environmental circumstances HRM is a mechanism organizations can use during the adaptation process Without a plan to support recruitment and selection, you can’t be competitive Success today depends on being a “global scanner”
With multiple regression, more than one independent variable is studied
5-18
Unit Demand Forecasting
Unit managers analyze current and future needs person-by-person and job-by-job Headquarters totals the unit forecasts Sum is the corporate employment forecast
Demand for Workers Tied to Org. Strategy Growth Reengineering Reorganization
hrm-chapter5
(5) Critical incident method Critical incident method: keeping a record of uncommonly good or undesirable examples of an employee’s workrelated behavior and reviewing it with the employee at predetermined times. Advantages: • It provides actual examples of good and poor performance the supervisor can use to explain the person’s rating. • It ensures that the manager or supervisor thinks about the subordinate’s appraisal all during the year. Disadvantage: • Without other rating, this method is not too useful for comparing employees or making salary decisions.
Chapter 5. Appraising and managing performance
Organizational structure Corporation Culture
Job analysis HR Planning & recruiting Employee testing & selection Appraising performance Training & development
人力资源管理双语课后习题及翻译
习题及答案Chapter 01 Human Resource Management: Gaining a Competitive Advantage Answer KeyTrue / False Questions1. (p. 5) Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations.FALSE2. (p. 5) The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation.FALSE3. (p. 6) The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners.FALSE4. (p. 9) The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. TRUE5. (p. 9) Advances in technology have allowed HR services to be offered more on a self-service basis than in the past.TRUE6. (p. 9) HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently.FALSE7. (p. 11) Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition.TRUE8. (p. 14) Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds.TRUE9. (p. 19) Companies are now more and more interested in using intangible assets and human capital as a way to gain an advantage over competitors.TRUE10. (p. 22) A learning organization places the highest emphasis on completion of formal employment training.FALSE11. (p. 22) The psychological contract describes what an employee expects to contribute and what the company will provide to the employee in return for these contributions.TRUE12. (p. 25) The use of alternative work arrangements, which include independent contractors, on-call workers, temporary workers, and contract company workers, is shrinking.FALSE13. (p. 27) To be effective, balanced scorecards must be customized by companies to fit different market situations, products, and competitive environments.TRUE14. (p. 27) The balanced scorecard should not be used to link the company's human resource management activities to the company's business strategy.FALSE15. (p. 30) Corporate cultures within companies that successfully implement TQM typically emphasize individualism, hierarchy, accountability, and profits.FALSE16. (p. 31) ISO 9000 certification is an integral component of W. Edwards Deming's quality control process.FALSE17. (p. 34) The skills and motivation of a company's internal labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.TRUE18. (p. 37) Because the workforce is predicted to become more uniform in terms of age, ethnicity, and racial background, it is likely that one set of values will characterize all employees.FALSE19. (p. 39) Cultural diversity can provide a company competitive advantage regarding problem-solving. TRUE20. (p. 42) The Sarbanes-Oxley Act of 2002 sets strict rules for corporate behavior and sets heavy fines and prison terms for noncompliance.TRUE21. (p. 43) Every business must be prepared to deal with the global economy.TRUE22. (p. 48) One of the disadvantages of technology is that it does not allow older workers to postpone retirement.FALSE23. (p. 51) E-HRM is more applicable to practices associated with recruiting and training than those associated with analysis and design work, selection, and compensation and benefits.FALSE24. (p. 54) An HR dashboard is a series of indicators that managers and employees have access to on the company intranet or human resource information system.TRUE25. (p. 58) Compensating human resources involves measuring employees' performance.FALSEMultiple Choice Questions26. (p. 4) _____ refers to a company's ability to maintain and gain market share in its industry.A. OutsourcingB. CompetitivenessC. Self-serviceD. Empowerment27. (p. 4) _____ refers to the policies, practices, and systems that influence employees' behavior, attitudes, and performance.A. Total quality managementB. Financial managementC. Human resource managementD. Production and operations management28. (p. 5) Strategic HR management includes all but one of the following. Name the exception.A. Financial planningB. Training and developmentC. Performance managementD. Recruiting talent29. (p. 6) Which of the following is NOT a responsibility of HR departments?A. RecruitingB. BenefitsC. Community relationsD. Production and operations30. (p. 6) Which of the following is NOT a product line of human resources?A. Administrative services and transactionsB. Strategic partnerC. Human capital partnerD. Business partner services31. (p. 8) Which of the following best describes a cultural steward?A. Shapes the organization.B. Delivers results with integrity.C. Facilitates change.D. Recognizes business trends and their impact on the business.32. (p. 8) A strategic architect is one who:A. facilitates change.B. recognizes business trends and their impact on the business.C. implements workplace policies conducive to work environment.D. develops talent and designs reward systems.33. (p. 9) Giving employees online access to information about HR issues such as training, benefits, and compensation is known as:A. outsourcing.B. continuous learning.C. self-service.D. strategic planning.34. (p. 9) The practice of having another company (a vendor, third-party provider, consultant) provide services traditionally associated with the administrative role of HR is known as:A. e-commerce.B. empowering.C. outsourcing.D. benchmarking.35. (p. 10) Traditionally, the HRM department was primarily a(n):A. proactive agency.B. finance expert.C. employer advocate.D. administrative expert.36. (p. 11) Which of the following statements about evidence-based HR is FALSE?A. It helps show that the money invested in HR programs is justified and that HR is contributing to the company's goals and objectives.B. It emphasizes that HR is being transformed from a broad corporate competency to a specialized, stand-alone function in which human resources and line managers build partnerships to gain competitive advantage.C. It requires collecting data on such metrics as productivity, turnover, accidents, employee attitudes and medical costs and showing their relationship with HR practices.D. It refers to demonstrating that human resources practices have a positive influence on the company's bottom line or key stakeholders.37. (p. 12-13) Which one of the following statements about the HR profession is FALSE?A. A college degree is required of HR specialists, but not of generalists.B. Generalists usually perform the full range of HRM activities, including recruiting, training, compensation, and employee relations.C. Professional certification in HRM is less common than membership in professional associations.D. The primary professional organization for HRM is the Society for Human Resource Management.38. (p. 13) All of the following competitive challenges faced by companies will increase the importance of human resource management EXCEPT:A. the global challenge.B. the challenge of sustainability.C. the political challenge.D. the technology challenge.39. (p. 14) _____ refers to the ability of a company to survive and succeed in a dynamic competitive environment.A. OutsourcingB. EmpowermentC. SustainabilityD. Resource management40. (p. 14) Sustainability includes all of the following EXCEPT:A. expanding into foreign markets.B. the ability to deal with economic and social changes.C. engaging in responsible and ethical business practices.D. providing high-quality products and services.41. (p. 19) Which of the following statements about intangible assets is FALSE?A. They include human capital.B. They are less valuable than physical assets.C. They are equally or even more valuable than financial assets.D. They are difficult to duplicate or imitate.42. (p. 20) Tacit knowledge is an example of _____ capital.A. socialB. customerC. humanD. intellectual43. (p. 21) Which of the following is NOT true of knowledge workers?A. They often contribute specialized knowledge that their managers may not have, such as information about customers.B. They have many job opportunities.C. They are in high demand because companies need their skills.D. They contribute to the company through manual labor and intellectual labor.44. (p. 21) Empowering is defined as:A. the movement of women and minorities into managerial positions.B. giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service.C. leading employees by the strength of one's charisma.D. the act of continually learning and improving one's skills and abilities.45. (p. 22) A(n) _____ contract describes what an employee expects to contribute and what the company will provide to the employee for these contributions.A. employerB. employeeC. psychologicalD. job46. (p. 25) All of the following are examples of alternative work arrangements EXCEPT:A. independent contractors.B. current labor force.C. on-call workers.D. temporary workers.47. (p. 27) The balanced scorecard:A. is similar to most measures of company performance.B. uses indicators important to the company's strategy.C. is a standardized instrument of company performance.D. should not be applied to HR practices.48. (p. 27) The balanced scorecard presents a view of company performance from the perspective of:A. its customers only.B. its employees only.C. its employees and customers only.D. its employees, customers, and shareholders.49. (p. 28) According to the financial perspective of the balanced scorecard, which of the following questions should be answered?A. How do customers see us?B. Can we continue to improve and create value?C. What must we excel at?D. How do we look to shareholders?50. (p. 28) Increasingly, companies are trying to meet shareholder and general public demands that they be more socially, ethically, and environmentally responsible. Thus, companies are recognizing the importance of:A. a balanced scorecard approach to business.B. diversity.C. total quality management.D. social responsibility.51. (p. 30) TQM focuses on:A. designing processes to meet the needs of external customers only.B. reducing variability in the product or service.C. preventing errors rather than correcting errors.D. tying pay to employees' total output less rejects52. (p. 31) "How senior executives create and sustain corporate citizenship, customer focus, clear values, and expectations, and promote quality and performance excellence" is the definition for which Malcolm Baldrige National Quality Award criterion?A. Strategic planningB. Workforce focusC. Customer and market focusD. LeadershipMalcolm Baldrige National Quality Award is an award established in 1987 to promote quality awareness, to recognize quality achievements of U.S. companies, and to publicize successful quality strategies.53. (p. 33) Which one of the following is NOT true of the Six Sigma process?A. The objective of the process is to create a total business focus on serving the customer.B. Training is an important component of the process.C. The process is one of seven categories evaluated within the Malcolm Baldrige Quality Award.D. The process involves measuring, analyzing, improving, and controlling processes once they have been brought within six quality standards.54. (p. 33) Which of following holds TRUE for lean thinking?A. It is a way to do more with less effort, time, equipment, and space.B. It is a way to compete for quality awards and certification.C. It includes offering no-frills goods and services to customers.D. It is working for zero inventories.55. (p. 34) The skills and motivation of a company's _____ labor force determine the need for training and development practices and the effectiveness of the company's compensation and reward systems.A. projectedB. secondaryC. externalD. internal56. (p. 34-37) Which of the following statements about the composition of the U.S. labor force in the next decade is TRUE?A. Labor force growth is greater than at any other time in U.S. history.B. The largest proportion of the labor force is expected to be in the 16-to-24-year age group.C. There will be fewer white males than minorities or women in the labor force.D. The number of "baby boom" workers will increase faster than any other age group.57. (p. 35) Which of the following statements about older workers is FALSE?A. Worker performance and learning are adversely affected by aging.B. The aging labor force means companies are likely to employ a growing share of older workers.C. An emerging trend is for qualified older workers to ask to work part-time or for only a few months at a time as a means to transition to retirement.D. Older employees are willing and able to learn new technology.58. (p. 37) Baby boomers:A. like the latest technology, are ambitious and goal-oriented, and seek meaningful work.B. want to be noticed, respected, and involved.C. tend to be uncomfortable challenging the status quo and authority.D. value unexpected rewards for work accomplishments, opportunities to learn new things, praise, recognition, and time with the manager.59. (p. 38) Regardless of their background, most employees' value:A. the ability to challenge the status quo.B. simplistic tasks requiring few skills.C. managerial positions.D. work that leads to self-fulfillment.60. (p. 38-39) To successfully manage a diverse workforce, managers need to develop all of the following skills EXCEPT:A. providing performance feedback that is based on values rather than objective outcomes.B. communicating effectively with employees from a wide variety of cultural backgrounds.C. coaching employees of different ages, educational backgrounds, ethnicity, physical ability, and race.D. recognizing and responding to generational issues.61. (p. 39) Managing cultural diversity involves:A. enforcing EEO rules.B. creating separate career tracks for employees with families.C. establishing a strong affirmative action policy.D. creating a workplace that makes it comfortable for employees of all backgrounds to be creative and innovative.62. (p. 39) How diversity issues are managed in companies has implications for all the following EXCEPT:A. knowing how to learn.B. creativity.C. retaining good employees.D. problem solving.63. (p. 39) Managing cultural diversity can provide a competitive advantage by:A. decreasing the number of available women and minorities in the company's labor pool.B. helping women and minorities understand they must conform to organizational norms and expectations.C. helping companies produce better decisions by including all employees' perspectives and analysis.D. identifying product markets on which the company should focus64. (p. 39) In managing cultural diversity, which of the following would improve the level of creativity thereby providing competitive advantage to an organization?A. Diversity of perspectives and less emphasis on conformity to norms of the past.B. Those with the best reputations for managing diversity will win the competition for the best personnel.C. An implication of the multicultural model for managing diversity is that the system will become less determinate, less standardized, and therefore more fluid.D. Heterogeneity in decisions and problem-solving groups potentially produces better decisions.65. (p. 39) Which of the following cultural diversity arguments states that companies with the best reputations for managing diversity will win the competition for the best personnel?A. System flexibility argumentB. Marketing argumentC. Employee attraction and retention argumentD. Problem-solving argument66. (p. 39) Diversity is important for tapping all of the following skills of employees EXCEPT:A. cultural skills.B. communication skills.C. creativity.D. homogeneous thinking.67. (p. 40) What areas of the legal environment have influenced HRM practices over the past 25 years?A. Equal employment opportunity, safety and health, pay and benefits, privacy, and job security.B. Executive compensation, pay and benefits, workers' compensation, safety and health, and job security.C. Product liability, workers' compensation, equal employment opportunity, safety and health, and labor relations.D. Equal employment opportunity, patent infringement, workers' compensation, safety and health, and job security.68. (p. 40-41) There will likely be continued discussion, debate, and possible legislation in all but one of the following areas in companies. Name the exception.A. Genetic testingB. Glass ceilingC. Employment-at-willD. Design of physical work environment69. (p. 41) Litigation involving job security will have a major influence on human resource management practices because:A. work rules, recruitment practices, and performance evaluation systems might falsely communicate lifetime employment agreements that the company does not intend to honor during layoffs.B. adjustments of test scores to meet affirmative action requirements are now illegal.C. employees now bear the burden of proof in discrimination cases.D. compensation awards for discrimination claims have increased.70. (p. 41) Which of the following is one of the four ethical principles of a successful company?A. Managers assume all responsibility for the actions of the company.B. It has a strong profit orientation.C. Customer, client, and vendor relationships emphasize mutual benefits.D. It does not produce products that can be used for violent purposes.71. (p. 42) Which legislation act sets new strict rules for business especially as regards accounting practices?A. Human Rights Act of 1994B. Reverse Discrimination Act of 1990C. Sarbanes-Oxley Act of 2002D. Corruption and Practices Act of 200072. (p. 43) Which of the following is NOT a standard that human resource managers must satisfy for practices to be ethical?A. Managers must treat employees as family.B. Human resource practices must result in the greatest good for the largest number of people.C. Employment practices must respect basic human rights of privacy, due process, and free speech.D. Managers must treat employees and customers equitably and fairly.73. (p. 45) Exporting jobs from developed to less developed countries is known as:A. insourcing.B. offshoring.C. importing.D. onshoring.74. (p. 47) Exporting jobs to rural parts of the United States is referred to as:A. insourcing.B. offshoring.C. importing.D. onshoring75. (p. 48) Which of the following statements about technology is FALSE?A. The Internet allows employees to locate and gather resources, including software, reports, photos, and videos.B. Technology does not allow older workers to postpone retirement.C. The Internet gives employees instant access to experts whom they can communicate with.D. Technology has made equipment easier to operate, helping companies cope with skill shortages.76. (p. 49) Which of the following is NOT typically true of work teams?A. They are used to increase employee responsibility and control.B. They use cross-training to give employees knowledge on a wide range of skills.C. They frequently select new team members and plan work schedules.D. They assume all of the activities reserved for managers such as controlling, planning, and coordinating activities.77. (p. 49) Which of the following is NOT recommended for supporting work teams?A. Reducing flexibility and interaction between employees to maintain high productivity.B. Giving employees formal performance feedback.C. Linking compensation and rewards with performance.D. Allowing employees to participate in planning changes in equipment, layout, and work methods.78. (p. 49) All of the following statements about cross training are true EXCEPT:A. it provides teams' maximum flexibility.B. it helps in measuring employees' performance.C. it trains employees in a wide range of skills.D. employees can fill any of the roles needed to be performed on the team.79. (p. 50) Company X has offices around the globe. Its teams are separated by time, geographic distance, culture and/or organizational boundaries, and almost rely exclusively on technology for interaction between team members. Its teams are:A. virtual teams.B. geographically-concentrated teams.C. lean teams.D. teleworker teams.80. (p. 50-51) Adaptive organizational structures emphasize:A. efficiency, decision making by managers, and the flow of information from top to bottom of the organization.B. a core set of values, and elimination of boundaries between managers, employees, and organizational functions.C. clear boundaries between managers, employees, customers, vendors, and the functional areas, and a constant state of learning.D. internal linking, external linking, diversification, and a core set of values.81. (p. 51) Which of the following is FALSE about high-involvement, adaptive organizational structures?A. Employees are in a constant state of learning and performance improvement.B. Employees are free to move wherever they are needed in a company.C. Line employees are trained to specialize in one job in order to maximize efficiency.D. Previously established boundaries between managers, employees, customers, and vendors are abandoned.82. (p. 51) Employees in geographically dispersed locations can work together in virtual teams using video, e-mail, and the Internet. This e-HRM implication refers to which aspect of HR?A. RecruitingB. Analysis and design of workC. SelectionD. Compensation and benefits83. (p. 52) From the manager's perspective, an HRIS can be used to perform primarily all but one of the following. Name the exception.A. Support strategic decision makingB. Avoid litigationC. Evaluate programs and policiesD. Motivate employees84. (p. 54) A(n) _____ is a series of indicators or metrics that managers and employees have access to on the company intranet or human resource information system.A. HR dashboardB. balanced scorecardC. web portalD. Intranet85. (p. 54) All of the following HR practices support high-performance work systems EXCEPT:A. employees participate in selection process.B. jobs are designed to use a variety of skills.C. employee rewards are related to company performance.D. individuals tend to work separately.86. (p. 56) Which one of the following is NOT associated with managing the human resource environment?A. Linking HRM practices to the company's business objectives.B. Identifying human resource requirements through human resource planning, recruitment, and selection.C. Ensuring that HRM practices comply with federal, state, and local laws.D. Designing work that motivates and satisfies the employee as well as maximizes customer service, quality, and productivity.87. (p. 56) Economic value is traditionally associated with all of the following EXCEPT:A. equipment.B. technology.C. facilities.D. HRM practices.88. (p. 57) A company's human resource acquisition requirements are influenced by all of the following EXCEPT:A. terminations.B. customer demands for products and services.C. motivation and satisfaction of employees.D. promotions.89. (p. 58) Managing the assessment and development of human resources involves all of the following EXCEPT:A. measuring employees' performance.B. creating an employment relationship and work environment that benefits both the company and the employee.C. recruiting employees and placing them in jobs that best use their skills.D. identifying employees' work interests, goals, and values, and other career issues.90. (p. 58) Besides interesting work, _____ are the most important incentives that companies can offer to its employees.A. training for future work rolesB. beneficial work environmentsC. support for nonwork activitiesD. pay and benefitsEssay Questions91. (p. 8) Name and discuss the competencies that HR professionals need.定义并讨论人力资源专业人员需要的能力1. Credible activist: delivers results with integrity, shares information, builds trusting relationships, and influences others, providing candid observation, taking appropriate risks.2. Cultural steward: facilitates change, develops and values the culture, and helps employees navigate the culture.3. Talent manager/organizational designer: develops talent, designs reward systems, and shapes the organization.4. Strategic architect: recognizes business trends and their impact on the business, evidence-based HR, and develops people strategies that contribute to the business strategy.5. Business ally: understands how the business makes money and the language of the business.6. Operational executor: implements workplace policies, advances HR technology, and administers day-to-day work of managing people.92. (p. 9-10) How has the role of HRM changed in recent years? Discuss three trends that are changing the HRM function. Why have these roles changed?近年来，HRM的角色发生了怎样的变化?讨论三个改变人力资源管理功能的趋势。
HR (Human Resource) 人力资源英语词汇大全
HR (Human Resource) 人力资源1. 人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)2. 外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)3. 工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)4. 人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS)5. 招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)6. 选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)7. 组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD) 培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)8. 企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development,OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM) 团队建设:(team building)9. 职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)10. 绩效评价绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)3600反馈:(360-degree feedback)叙述法:(essay method)集中趋势:(central tendency)11. 报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation) 非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method) 工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)12. 福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)13. 安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)14. 员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)HR常用英語~~Marketing and Sales (市場与銷售部分)Vice-President of Sales 销銷售副總裁Senior Customer Manager 高級客户經理Sales Manager 销銷售經理Regional Sales Manager 地区銷售經理Merchandising Manager 采購經理Sales Assistant 销銷售助理Wholesale Buyer 批發采購員购员Tele-Interviewer 电话调電話調查員员Real Estate Appraiser 房地產評估师Marketing Consultant 市場顧客场顾问Marketing and Sales Director 市場与銷售總監总监Market Research Analyst 市場調查分析員员Manufacturer\'s Representative 厂家代表Director of Subsidiary Rights 分公司權利總監总监Sales Representative 销銷售代表Assistant Customer Executive 客户管理助理Marketing Intern 市場实習习Marketing Director 市場總監场总监Insurance Agent 保險代理人Customer Manager 客户經理Vice-President of Marketing 市場副總裁Regional Customer Manager 地区客户經理Sales Administrator 销銷售主管Telemarketing Director 電話銷售總監总监Advertising Manager 广告經理Travel Agent 旅行代办員员Salesperson 销銷售員员Telemarketer 电话销電話銷售員员Sales Executive 销銷售执行者Marketing Assistant 市場助理Retail Buyer 零售采購員购员Real Estate Manager 房地產經理Real Estate Broker 房地產經紀人Purchasing Agent 采購代理Product Developer 产產品開發开发Marketing Manager 市場經理Advertising Coordinator 广告协調員调员Advertising Assistant 广告助理Ad Copywriter(Direct Mail) 广告文撰写人Customer Representative 客户代表Computers and Mathematics(計算机部分)Manager of Network Administration 网絡管理經理MIS Manager 电脑電腦部經理Project Manager 项項目經理Technical Engineer 技术工程师Developmental Engineer 开開發工程师Systems Programmer 系統程序員员Administrator 局域网管理員员Operations Analyst 操作分析Computer Operator 电脑電腦操作員员Product Support Manager 产產品支持經理Computer Operations Supervisor 电脑電腦操作主管Director of InFORMation Services 信息服務主管Systems Engineer 系統工程师Hardware Engineer 硬件工程师Applications Programmer 应應用軟件程序員员InFORMation Analyst 信息分析LAN Systems Analyst 系統分析Statistician 統計員统计员Human Resources（人力資源部分）Director of Human Resources 人力資源總監总监Assistant Personnel Officer 人事助理Compensation Manager 薪酬經理Employment Consultant 招募顧問顾问Facility Manager 后勤經理Job Placement Officer 人員配置專員专员Labor Relations Specialist 劳动關系專員专员Recruiter 招聘人員员Training Specialist 培訓專員训专员Vice-President of Human Resources 人力資源副總裁Assistant Vice-President of Human Resources 人力資源副總裁助理Personnel Manager 职员经職員經理Benefits Coordinator 员員工福利协調員调员Employer Relations Representative 员員工關系代表Personnel Consultant 员員工顧客問问Training Coordinator 培訓协調員调员Executive and Managerial(管理部分)Chief Executive Officer(CEO) 首席执行官Director of Operations 运運營總監营总监Vice-President 副總裁Branch Manager 部門經理Retail Store Manager 零售店經理HMO Product Manager 产產品經理Operations Manager 操作經理Assistant Vice-President 副總裁助理Field Assurance Coordinator 土地担保协調員调员Management Consultant 管理顧問顾问District Manager 市区經理Hospital Administrator 医院管理Import/Export Manager 进進出口管理Insurance Claims Controller 保險認領管理員员Program Manager 程序管理經理Insurance Coordinator 保險协調員调员Project Manager 项項目經理Inventory Control Manager 库庫存管理經理Regional Manager 区域經理Chief Operations Officer(COO) 首席運營官General Manager 总经總經理Executive Marketing Director 市場行政總監总监Controller(International) 国際監管Food Service Manager 食品服務經理Production Manager 生產經理Administrator 医序保險管理Property Manager 房地產經理Claims Examiner 主考官Controller(General) 管理員员Service Manager 服務經理Manufacturing Manager 制造業經理Vending Manager 售買經理Telecommunications Manager 电電信業經理Transportation Manager 运输经運輸經理Warehouse Manager 仓库经倉庫經理Assistant Store Manager 商店經理助理Manager(Non-Profit and Charities) 非盈利性慈善机构管理做管理的人必备的英文单词目标mission/ objective集体目标group objective内部环境internal environment外部环境external environment计划planning组织organizing人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management 行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach 社会技术系统法the social-technical systems approach 决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach管理任务法the managerial roles approach经营法the operational approach人际关系human relation心理学psychology态度attitude压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost销售量sales volume产品质量quality of products先进技术advanced technology顾客服务customer service策略strategy结构structure(3)领先性primacy普遍性pervasiveness忧虑fear忿恨resentment士气morale解雇layoff批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy大型联合企业conglomerate资源resource购买acquisition增长目标growth goal专利产品proprietary product竞争对手rival晋升promotion管理决策managerial decision商业道德business ethics有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account批准程序approval procedure病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay现金流量cash flow工资率wage rate税收率tax rate股息dividend现金状况cash position资金短缺capital shortage总预算overall budget资产负债表balance sheet可行性feasibility投入原则the commitment principle 投资回报return on investment生产能力capacity to produce实际工作者practitioner最终结果end result业绩performance个人利益personal interest福利welfare市场占有率market share创新innovation生产率productivity利润率profitability社会责任public responsibility董事会board of director组织规模size of the organization组织文化organizational culture目标管理management by objectives 评价工具appraisal tool激励方法motivational techniques 控制手段control device个人价值personal worth优势strength弱点weakness机会opportunity威胁threat个人责任personal responsibility顾问counselor定量目标quantitative objective定性目标qualitative objective可考核目标verifiable objective优先priority工资表payroll（4）策略strategy政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval主要决定major decision分公司总经理division general manager 资产组合距阵portfolio matrix明星star问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy紧缩政策retrenchment strategy战术tactics(5)追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵制resistance敌对antagonism折中eclectic(6)激励motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs for self-actualization 尊敬的需要esteem needs归属的需要affiliation needs安全的需要security needs生理的需要physiological needs维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcement theory反馈feedback奖金bonus股票期权stock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward(7)特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader管理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadershipHR (Human Resource) 人力资源1. 人力资源管理:(Human Resource Management ,HRM)人力资源经理:( human resource manager)高级管理人员:(executive)职业:(profession)道德标准:(ethics)操作工:(operative employees)专家:(specialist)人力资源认证协会:(the Human Resource Certification Institute,HRCI)2. 外部环境:(external environment)内部环境:(internal environment)政策:(policy)企业文化:(corporate culture)目标:(mission)股东:(shareholders)非正式组织:(informal organization)跨国公司:(multinational corporation,MNC)管理多样性:(managing diversity)3. 工作:(job)职位:(posting)工作分析:(job analysis)工作说明:(job description)工作规范:(job specification)工作分析计划表:(job analysis schedule,JAS)职位分析问卷调查法:(Management Position Description Questionnaire,MPDQ) 行政秘书:(executive secretary)地区服务经理助理:(assistant district service manager)4. 人力资源计划:(Human Resource Planning,HRP)战略规划:(strategic planning)长期趋势:(long term trend)要求预测:(requirement forecast)供给预测:(availability forecast)管理人力储备:(management inventory)裁减:(downsizing)人力资源信息系统:(Human Resource Information System,HRIS) 5. 招聘:(recruitment)员工申请表:(employee requisition)招聘方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job posting)广告:(advertising)职业介绍所:(employment agency)特殊事件:(special events)实习:(internship)6. 选择:(selection)选择率:(selection rate)简历:(resume)标准化:(standardization)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff score)准确度:(aiming)业务知识测试:(job knowledge tests)求职面试:(employment interview)非结构化面试:(unstructured interview)结构化面试:(structured interview)小组面试:(group interview)职业兴趣测试:(vocational interest tests)会议型面试:(board interview)7. 组织变化与人力资源开发人力资源开发:(Human Resource Development,HRD)培训:(training)开发:(development)定位:(orientation)训练:(coaching)辅导:(mentoring)经营管理策略:(business games)案例研究:(case study)会议方法:(conference method)角色扮演:(role playing)工作轮换:(job rotating)在职培训:(on-the-job training ,OJT)媒介:(media)8. 企业文化与组织发展企业文化:(corporate culture)组织发展:(organization development,OD)调查反馈:(survey feedback)质量圈:(quality circles)目标管理:(management by objective,MBO)全面质量管理:(Total Quality Management,TQM) 团队建设:(team building)9. 职业计划与发展职业:(career)职业计划:(career planning)职业道路:(career path)职业发展:(career development)自我评价:(self-assessment)职业动机:(career anchors)10. 绩效评价绩效评价:(Performance Appraisal,PA)小组评价:(group appraisal)业绩评定表:(rating scales method)关键事件法:(critical incident method)排列法:(ranking method)平行比较法:(paired comparison)硬性分布法:(forced distribution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)3600反馈:(360-degree feedback)叙述法:(essay method)集中趋势:(central tendency)11. 报酬与福利报酬:(compensation)直接经济报酬:(direct financial compensation)间接经济报酬:(indirect financial compensation)非经济报酬:(no financial compensation)公平:(equity)外部公平:(external equity)内部公平:(internal equity)员工公平:(employee equity)小组公平:(team equity)工资水平领先者:(pay leaders)现行工资率:(going rate)工资水平居后者:(pay followers)劳动力市场:(labor market)工作评价:(job evaluation)排列法:(ranking method)分类法:(classification method)因素比较法:(factor comparison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-profile Method) 工作定价:(job pricing)工资等级:(pay grade)工资曲线:(wage curve)工资幅度:(pay range)12. 福利和其它报酬问题福利(间接经济补偿)员工股权计划:(employee stock ownership plan,ESOP)值班津贴:(shift differential)奖金:(incentive compensation)分红制:(profit sharing)13. 安全与健康的工作环境安全:(safety)健康:(health)频率:(frequency rate)紧张:(stress)角色冲突:(role conflict)催眠法:(hypnosis)酗酒:(alcoholism)14. 员工和劳动关系工会:(union)地方工会:(local union)行业工会:(craft union)产业工会:(industrial union)全国工会:(national union)谈判组:(bargaining union)劳资谈判:(collective bargaining)仲裁:(arbitration)罢工:(strike)内部员工关系:(internal employee relations)纪律:(discipline)纪律处分:(disciplinary action)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion)HR常用英語~~Marketing and Sales (市場与銷售部分)Vice-President of Sales 销銷售副總裁Senior Customer Manager 高級客户經理Sales Manager 销銷售經理Regional Sales Manager 地区銷售經理Merchandising Manager 采購經理Sales Assistant 销銷售助理Wholesale Buyer 批發采購員购员Tele-Interviewer 电话调電話調查員员Real Estate Appraiser 房地產評估师Marketing Consultant 市場顧客场顾问Marketing and Sales Director 市場与銷售總監总监Market Research Analyst 市場調查分析員员Manufacturer\'s Representative 厂家代表Director of Subsidiary Rights 分公司權利總監总监Sales Representative 销銷售代表Assistant Customer Executive 客户管理助理Marketing Intern 市場实習习Marketing Director 市場總監场总监Insurance Agent 保險代理人Customer Manager 客户經理Vice-President of Marketing 市場副總裁Regional Customer Manager 地区客户經理Sales Administrator 销銷售主管Telemarketing Director 電話銷售總監总监Advertising Manager 广告經理Travel Agent 旅行代办員员Salesperson 销銷售員员Telemarketer 电话销電話銷售員员Sales Executive 销銷售执行者Marketing Assistant 市場助理Retail Buyer 零售采購員购员Real Estate Manager 房地產經理Real Estate Broker 房地產經紀人Purchasing Agent 采購代理Product Developer 产產品開發开发Marketing Manager 市場經理Advertising Coordinator 广告协調員调员Advertising Assistant 广告助理Ad Copywriter(Direct Mail) 广告文撰写人Customer Representative 客户代表Computers and Mathematics(計算机部分) Manager of Network Administration 网絡管理經理MIS Manager 电脑電腦部經理Project Manager 项項目經理Technical Engineer 技术工程师Developmental Engineer 开開發工程师Systems Programmer 系統程序員员Administrator 局域网管理員员Operations Analyst 操作分析Computer Operator 电脑電腦操作員员Product Support Manager 产產品支持經理Computer Operations Supervisor 电脑電腦操作主管Director of InFORMation Services 信息服務主管Systems Engineer 系統工程师Hardware Engineer 硬件工程师Applications Programmer 应應用軟件程序員员InFORMation Analyst 信息分析LAN Systems Analyst 系統分析Statistician 統計員统计员Human Resources（人力資源部分）Director of Human Resources 人力資源總監总监Assistant Personnel Officer 人事助理Compensation Manager 薪酬經理Employment Consultant 招募顧問顾问Facility Manager 后勤經理Job Placement Officer 人員配置專員专员Labor Relations Specialist 劳动關系專員专员Recruiter 招聘人員员Training Specialist 培訓專員训专员Vice-President of Human Resources 人力資源副總裁Assistant Vice-President of Human Resources 人力資源副總裁助理Personnel Manager 职员经職員經理Benefits Coordinator 员員工福利协調員调员Employer Relations Representative 员員工關系代表Personnel Consultant 员員工顧客問问Training Coordinator 培訓协調員调员Executive and Managerial(管理部分)Chief Executive Officer(CEO) 首席执行官Director of Operations 运運營總監营总监Vice-President 副總裁Branch Manager 部門經理Retail Store Manager 零售店經理HMO Product Manager 产產品經理Operations Manager 操作經理Assistant Vice-President 副總裁助理Field Assurance Coordinator 土地担保协調員调员Management Consultant 管理顧問顾问District Manager 市区經理Hospital Administrator 医院管理Import/Export Manager 进進出口管理Insurance Claims Controller 保險認領管理員员Program Manager 程序管理經理Insurance Coordinator 保險协調員调员Project Manager 项項目經理Inventory Control Manager 库庫存管理經理Regional Manager 区域經理Chief Operations Officer(COO) 首席運營官General Manager 总经總經理Executive Marketing Director 市場行政總監总监Controller(International) 国際監管Food Service Manager 食品服務經理Production Manager 生產經理Administrator 医序保險管理Property Manager 房地產經理Claims Examiner 主考官Controller(General) 管理員员Service Manager 服務經理Manufacturing Manager 制造業經理Vending Manager 售買經理Telecommunications Manager 电電信業經理Transportation Manager 运输经運輸經理Warehouse Manager 仓库经倉庫經理Assistant Store Manager 商店經理助理Manager(Non-Profit and Charities) 非盈利性慈善机构管理做管理的人必备的英文单词目标mission/ objective集体目标group objective内部环境internal environment外部环境external environment计划planning组织organizing人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach 社会技术系统法the social-technical systems approach 决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach管理任务法the managerial roles approach经营法the operational approach人际关系human relation心理学psychology态度attitude压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost 销售量sales volume产品质量quality of products先进技术advanced technology顾客服务customer service策略strategy结构structure(3)领先性primacy普遍性pervasiveness忧虑fear忿恨resentment士气morale解雇layoff批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy大型联合企业conglomerate资源resource购买acquisition增长目标growth goal专利产品proprietary product竞争对手rival晋升promotion管理决策managerial decision商业道德business ethics有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account批准程序approval procedure病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay现金流量cash flow工资率wage rate税收率tax rate股息dividend现金状况cash position资金短缺capital shortage总预算overall budget资产负债表balance sheet可行性feasibility投入原则the commitment principle 投资回报return on investment生产能力capacity to produce实际工作者practitioner最终结果end result业绩performance个人利益personal interest福利welfare市场占有率market share创新innovation生产率productivity利润率profitability社会责任public responsibility董事会board of director组织规模size of the organization组织文化organizational culture目标管理management by objectives 评价工具appraisal tool激励方法motivational techniques 控制手段control device个人价值personal worth优势strength弱点weakness机会opportunity威胁threat个人责任personal responsibility顾问counselor定量目标quantitative objective定性目标qualitative objective可考核目标verifiable objective优先priority工资表payroll（4）策略strategy政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval主要决定major decision分公司总经理division general manager 资产组合距阵portfolio matrix明星star问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy紧缩政策retrenchment strategy战术tactics(5)追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵制resistance敌对antagonism折中eclectic(6)激励motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs for self-actualization 尊敬的需要esteem needs归属的需要affiliation needs安全的需要security needs生理的需要physiological needs维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcement theory反馈feedback奖金bonus股票期权stock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward(7)特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader管理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadership出师表两汉：诸葛亮先帝创业未半而中道崩殂，今天下三分，益州疲弊，此诚危急存亡之秋也。
Human Resource Planning and Alignment
Define HR strategies, objectives & action plans
Implement HR procedures, policies, and practices
The Relationship between HRM, Competitive Challenges and Employee Concerns
5
HRM Planning Process
The notion of „Fit‟ The four elements of HRM planning
Linking HRP processes with Strategic Planning
Strategic Analysis Strategic Formulation Strategic Implementation
The focus of strategic HRM is the use of employees to gain or keep a competitive advantage, resulting in greater organizational effectiveness.
4
Source: /download/973/Peter-Reilly.ppt
Describe how managers forecast demand for and analyze the
supply of existing and potential employees for organizational need. List four forecasting techniques that are used in HRP. Define the terms skills inventory, succession planning and replacement chart. Identify reasons why a computerized HRP system could be useful to the organization.
公共部门人力资源管理外文书籍
公共部门人力资源管理外文书籍以下是几本关于公共部门人力资源管理的外文书籍：1. Managing Human Resources in the Public Sector by Norma M. RiccucciThis book provides an overview of the key issues and challenges in human resource management in the public sector. It covers topics such as recruitment and selection, training and development, performance management, and employee relations.2. Human Resource Management in Public Service: Paradoxes, Processes, and Problems by Evan M. BermanThis book explores the unique challenges of managing human resources in the public sector. It examines the impact of political and legal factors on HRM practices, as well as issues related to diversity and ethics.3. Strategic Human Resource Management in the Public Arena edited by Ellen G. Creamer and Laurence J. O'Toole Jr.This book focuses on the strategic aspects of HRM in the public sector. It discusses how public sector organizations can align their HR practices with their broader goals and objectives to improve performance and effectiveness.4. International Handbook of Public Administration and Governance edited by Ali FarazmandWhile this book is not solely focused on HRM, it provides a comprehensive overview of public administration and governance in different countries. It includes chapters on HRM practices in various public sector contexts, offering insights into differentapproaches and challenges.5. Human Resource Management in the Public Sector: Policies and Practices edited by Ronald J. Burke and Andrew J. NobletThis book examines HRM policies and practices in the public sector from an international perspective. It covers topics such as HR planning, recruitment and selection, training and development, and performance appraisal in public sector organizations.。
国际人力资源管理4
How it responds is partly determined by factors such as: ➢ its general staffing policy on key position in
headquarters and subsidiaries （that is, ethnocentrism, polycentrism, geocentrism and regiocentrism） ➢The constrains placed by the host government on hiring policies ➢Staff availability
3. 林新奇主编.《国际人力资源管理》，复旦大学出版社， 2004年7月
4. Gary Dessler. Human Resource Management (9th Edition) .Prentice Hall,2005.10
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Supplementary readings
1. 《第五项修炼：学习型组织的艺术与实务》（ The Fifth Discipline: The Art & Practice of The Learning Organization ）,彼得·圣吉（Peter M.Senge）
4
Introduction
In 1990s it cost $28 an hour to employ a production worker in Germany, $ 19 an hour in Japan, $18 an hour in U.S.A.; but only $5 in Hong Kong, $1.75 in Mexico and $0.50 in Sri Lanka. Capital and jobs moving to developing countries; their purchasing power for imported goods growing rapidly.
HumanResourceManagement英文版
Can be used to develop individual HR systems
Recruitment and Selection
Based on past behaviour as the most valid predictor of future behaviour
US - input oriented – what the individual brings to the job
UK - output oriented – the skills, attitudes and knowledge , expressed in behaviours for effective job performance
a job or situation
McClelland 1993
Underlying traits, motives, skills,
characteristics and knowledge related to
superior performance
Boyatsis 1982
Uk v. US definitions
Armstrong 1991
Features of HRM
Management focussed and top management driven
Line management role key Emphasises strategic fit – integration
with business strategy Commitment oriented Two perspectives – ‘hard’ and ‘soft’ Involves strong cultures and values
大学工商管理英语教材
大学工商管理英语教材IntroductionIn today's globalized world, English plays a crucial role in various fields, including business management. As a result, universities have developed specialized textbooks to cater to the needs of students studying business administration. This article aims to explore the characteristics and essential components of a comprehensive university-level business management English textbook.Chapter 1: Introduction to Business ManagementThis chapter provides an overview of the principles and concepts of business management. It covers topics such as the functions of management, different management theories, and the importance of effective communication within an organization. Additionally, it includes case studies and real-life examples to illustrate these concepts.Chapter 2: Organizational Behavior and LeadershipThis chapter delves into the study of human behavior within organizations and explores various leadership styles. It covers topics such as motivation, group dynamics, and the role of leadership in achieving organizational success. The chapter also emphasizes the importance of ethical behavior and decision-making in business management.Chapter 3: Marketing ManagementIn this chapter, students learn about the fundamentals of marketing management. It includes topics such as market research, segmenting andtargeting the market, developing marketing strategies, and analyzing consumer behavior. Practical exercises and case studies are provided to enhance students' understanding and application of marketing concepts.Chapter 4: Financial ManagementFinancial management is a crucial aspect of business administration. This chapter introduces students to the basics of financial management, including financial statement analysis, budgeting, and capital investment decisions. It also addresses the importance of financial planning and forecasting for sustainable business growth.Chapter 5: Human Resource ManagementThis chapter focuses on the management of human resources within organizations. It covers topics such as recruitment and selection, training and development, performance appraisal, and employee relations. The chapter also highlights the significance of effective human resource management in building a motivated and productive workforce.Chapter 6: Operations ManagementOperations management is essential for efficient production and service delivery. This chapter explores concepts such as production planning, supply chain management, quality control, and process improvement. Students are encouraged to think critically and apply these concepts to real-world business scenarios.Chapter 7: International BusinessIn today's interconnected world, international business plays a crucial role in the global economy. This chapter provides an overview of international trade, global market entry strategies, cultural considerations, and the challenges of managing multinational corporations. It also discusses the importance of cross-cultural communication and understanding in international business scenarios.Chapter 8: Entrepreneurship and Small Business ManagementEntrepreneurship is the driving force behind innovation and economic development. This chapter introduces students to the fundamentals of entrepreneurship, including opportunity identification, business planning, and risk management. It also emphasizes the unique challenges and opportunities associated with managing small businesses.ConclusionA comprehensive university-level business management English textbook should cover various aspects of business administration, including principles of management, marketing, finance, human resources, operations, international business, and entrepreneurship. By incorporating case studies, real-life examples, and practical exercises, such a textbook can provide students with the necessary knowledge and skills to excel in the field of business management.。
International Human Resource Management国际人力资源管理
A model of IHRM
A model for Investigating HRM strategies
▪Brewster’s and Hegswich’s (1994) model of HRM shows corporate strategies, HRM strategies and practices that are located both within the internal and external environments of HRM ▪The internal environment includes organisational features such as size, structure and corporate culture ▪The external environment includes national culture, power systems, legislation, education and employee representation ▪The model mainly serves as a reminder to practitioners that their human resources strategies must reflect the organisational and national cultures in which they are operating
HRM and Personnel Management
Personal management deals purely with the practical aspects of recruitment, staff appraisal, training, job evaluation e.t.c. HRM on the contrary has a strategic dimension and involves the total deployment of all the human resources available to the firm, including integration of personnel and other HRM considerations into the firm’s overall corporate planning and strategy formulation procedures.
Human Resource Management人力资源管理程序(中英文)
1.0 PURPOSE 目的1.1 Fulfill the company’s maximum demands for the human resource;满足公司对人力资源的需求；1.2 Manage and develop the human resource in order to promoting the company’s continuingdevelopment.最大限度地开发与管理公司内外的人力资源，促进公司的持续发展；1.3 Maintain and motivate the human resource to make the most use of it so that we can enlarge theuse of human resource.维护与激励公司人力资源，使其潜能得到最大限度的发挥，使其人力资本得到应有的提升与扩充。
2.0 SCOPE 范围2.1 Apply to all the employees in MAMK.适用于公司全体员工。
3.0 DEFINITIONS定义3.1 The human resource management is forecasting and planning for the company’s humanresource, trough the training, performance appraisal and motivation to achieve the companypurpose according to the demands of the company and individuals.人力资源管理就是预测公司人力资源需求并做出人力需求计划、招聘选择人员并进行绩效考核、培训，对员工进行有效激励，结合公司与个人需要进行开发以便实现最优公司绩效的全过程。
4.0 REFERENCE DOCUMENTS参考文件4.1 ISO/TS 16949 Clause 6.2 –Human resource人力资源4.2 Job description 岗位说明书4.3 WD-HR-025 Gear management 合理化建议实施规范4.4 WD-HR-002 Employee Motivation and Empowerment 员工激励及满意度调查实施规范5.0 RECORDS 记录5.1 FN-HR-003 Recruitment Application Form 招聘需求表5.2 FN-HR-002 Job Application Form 职位申请表5.3 FN-HR-004 Interview record 面试表5.4 FN-HR-039 Offer Letter 录用通知书5.5 FN-HR-007 Probationary Report试用期考核表5.6 FN-HR-013 Salary and Work Post Adjust Form 薪资职务异动表5.7 FN-HR-018 Training application form培训申请表5.8 FN-HR-024 Training Signature Form 培训签到表5.9 FN-HR-032 Training Flexibility Chart 培训柔性图表5.10 FN-HR-001 Annual Training Plan 年度培训计划5.11 FN-HR-040 Performance appraisal form员工绩效考核表5.12 FN-HR-026 Employee Suggestion Form - Gear 改进提案员工建议表5.13 FN-HR-037 Employee satisfaction survey form员工满意度调查表6.0 RESPONSIBILITY职责6.1 HR department makes the human resource planning based on the company strategy.人力资源部依据公司发展战略进行人力资源规划。
IHRM
Approaches to staffing
Ethnocentric
Polycentric
Geocentric Regiocentric
4
Ethnocentric
-Few foreign subsidiaries have any autonomy and strategic decisions are made at headquarters. -Key positiபைடு நூலகம்ns in domestic and foreign operations are held by headquarters’ personnel. -Subsidiaries are managed by staff from the home country.
Expatriate’s home location
Foreign location
15
The role of Non-expatriates
International business travelers A large proportion of their role: constant international visits to foreign markets, subsidiary units, international projects …
6
Geocentric
-MNE is taking a global approach to its operations. -a worldwide integrated business and nationality is ignored in favor of ability.
7
Regiocentric
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Chapter5International Human Resource ManagementLearning Objectives•Know the basic functions of human resource management •Understand the difference between international and domestic human resource management•Know the skills necessary for a successful expatriate assignment •Understand the relationship between choice of a multinational strategy and international human resource management•Understanding how the national context affects HRM practices •Identify how HRM management practices differ in various national contexts•Have an appreciation of how the national context and historical conditions affect the relationship of management and laborHuman Resource Managementand Functions•resource managementHuman(HRM):deals with the entire relationship of the employee with the organization•Recruitment:process of identifying and attracting qualified people to apply for vacant positions•Selection:process of filling vacant positions in the organization •Training and development:giving employees the knowledge,skills,and abilities to perform successfully•Performance appraisal:system to measure and assess employees’work performance•Compensation:organization’s entire reward package,including financial rewards,benefits,and job security•Labor relations:ongoing relationship between an employer and those employees represented by labor organizationsInternational Human ResourceManagement (IHRM)•All HRM functions,adapted to the international setting •Two added complexities compared to domestic HRM -Must choose a mixture of international employees-Must decide the extent of adaptation to local conditionsTypes of Employees inMultinational Organizations•Expatriate:employee from a different country•Home country nationals:expatriate employees from the parent firm’s home country•Third country nationals:expatriate workers who come from neither the host nor home country•Host country nationals:local workers who come from the host country where the unit is located•Inpatriate:employees from foreign countries who work in the country where the parent company is located •Flexpatriates:employees who are sent on frequent but short-term international assignmentsThe Expatriate or the HostCountry Manager•Multinationals must decide whether to use expatriates or host country nationals•Need to look at some questions-Given the firm’s strategy,what is the preference for the position?•Using expatriate managers-Do parent country managers have the appropriate skills?-Are they willing to take expatriate assignments?-Do any laws affect the assignment of expatriate managers?•Using host country managers-Do they have the expertise for the position?-Can we recruit them from outside the company?Is the Expatriate Worth It?•Decisions must take into account costs of suchassignments-High cost-High failure rateExhibit 5.1: Paying for the Expatriate Manager: Indices of Cost of Living AbroadFailure•Individual-Personality of the manager-Lack of technical proficiency-No motivation for assignment•Family-Spouse or family members fail to adapt-Family members or spouse do not want to be there •Cultural-Manager fails to adapt-Manager fails to develop relationship with key peopleFailure (cont.)•Organizational-Excessively difficult responsibilities-Failure to provide cultural training-Company fails to pick the right person-Company fails to provide the technical support-Excess of difficult responsibilities of international assignment-Failure of company to consider gender equityStrategic Role of ExpatriateAssignments•Helps managers acquire international skills•Helps coordinate and control operations dispersed activities•Communication of local needs/strategic information to headquarters•In-depth knowledge of local markets•Provide important network knowledgeInternational Cadre •International cadre(or Globals):Separate group of expatriate managers who specialize in a career of international assignments-Have permanent international assignments-Move from international assignments to international assignments-Recruited from any country-Sent to worldwide locations to develop cross-cultural skillsFlexpatriates•The frequent flyers who travel on short notice for shorter time durations while maintaining their family and personal lives at the home-country location •Key functions-Sent to explore markets-Consider problem areas in the foreign subsidiary-Manage projects-Help with transfer of technologyAdvantages and Disadvantages of Flexpatriates•Advantages-Do not experience manyof the family andpersonal difficulties andstress associated withexpatriate assignments-Much less expensive thanexpatriate–no relocationor repatriation costs •Disadvantages-Taxation issues can becomecomplicated if the assignmentexceeds six months –thecompany may end up payingthe tax-Does not fully integrate into thelocal work environment anddoes not learn how to adaptlocally-May be resented for neglectingthe host-country cultureKey Success Factors forExpatriate Assignments •Technical and managerial skills •Personality traits•Relational abilities•Family situation•International motivation•Stress tolerance•Language ability•Emotional intelligenceExhibit 5.2: Expatriate Success Factors and Selection MethodsPriority of Success Factors•Assignment length-Technical and professionals skills are key for short assignments•Cultural similarity•Required interaction with local people•Job complexity and responsibilityExhibit 5.3: Selecting Expatriates: Priorities for Success Factors by Assignment CharacteristicsTraining and Development •training:increases the relational of future Cross-cultural abilitiesexpatriates and their spouses and families•Training rigor:extent of effort by both trainees and trainers required to prepare the trainees for expatriate positions•Low rigor training-Short time period-Lectures and videos on local cultures-Briefings on company operations•High rigor training-Last over a month-Experiential learning-Extensive language training-Includes interactions with host country nationalsExhibit 5.4: Training Rigor: Techniques and ObjectivesExhibit 5.5: How the Rigor of Training Relates to the Basic Expatriate Assignment ConditionsExpatriate PerformanceAppraisal•Conducting reliable performance appraisal for the expatriate is very challenging•Challenges•Fit of international operation in multinational strategy •Unreliable date•Complex and volatile environments•Time difference and distance separation•Local cultural situationSteps to Improve the ExpatriatePerformance Appraisal1.Fit the evaluation criteria to strategy2.Fine-tune the evaluation criteriae multiple sources of evaluation with varying periods of evaluationExhibit 5.6: Evaluation Sources, Criteria, and Time Periods for Expatriate Performance AppraisalsExpatriate Compensation •Compensation packages tend to include manycommon factors includes:-Local market cost of living-Housing-Taxes-BenefitsExhibit 5.7: Average Rent of Two-Bedroom, Unfurnished Apartments in Selected European CitiesThe Balance-Sheet Approach •Provides a compensation package that equates purchasing power•Allowances for cost of living,housing,food,recreation, personal care,clothing,education,home furnishing, transportation,and medical careExhibit 5.8: Balance Sheet Approach To Expatriate CompensationAdditional Allowances andPerquisites•Foreign service premiums•Hardship allowance•Relocation allowances•Home-leave allowancesExpatriate Manager Compensation:Other Approaches•Headquarters-based compensation:paying home country wages regardless of location•Host-based compensation system:adjusting wages to local lifestyles and costs of living•Global pay systems:worldwide job evaluations, performance appraisal methods,and salary scales are usedRepatriation Problem ks ”•Difficulties faced coming back home•Three basic cultural problems —“reverse culture shocks -Adapt to new work environment and culture of home -Expatriates must relearn own national and organization culture-Need to adapt to basic living environmentStrategies for SuccessfulRepatriation•Provide a strategic purpose for the repatriation •Establish a team to aid the expatriate•Provide parent country information sources •Provide training and preparation for the return •Provide a home-leave policy to encourage expatriates to make regular visits to the home office•Provide support for the expatriate and family on returnWomen: Two Myths•Myth1:Women do not wish to take international assignments.•Myth2:Women will fail in international assignments because of the foreign culture’s prejudices against local women.•Successful women expatriates-Foreign not female—emphasize nationality not genderWomen•Advantages•More visible•Strong in relationalskills•Wider range ofinteraction options •Disadvantages•Face the glass ceiling-Isolation and loneliness-Constant proving ofthemselves, workingharder than male•Need to balance work andfamily responsibilities•Need to worry aboutaccompanying spouseMore Women in the Future?•Women expatriate managers are expected to grow •Acute shortage of high-quality managers •Increasing number of women provide role modelsWhat Can Companies Do ToEnsure Female ExpatriateSuccess?•Provide mentors•Provide opportunities for interpersonal networks as a form of organizational support•Remove sources of barriers•Provide support to cope with dual-career issuesMultinational Strategy andIHRM•IHRM orientation:company’s basic tactics and philosophy for coordinating IHRM activities for managerial and technical workersIHRM Practices for Managers and Technical WorkersIHRM Practices for Managers and Technical Workers (cont.)IHRM Practices for Managers and Technical Workers (cont.)Ethnocentric IHRM and itsbenefits•Ethnocentric IHRM:all aspects of HRM for managers and technical workers tend to follow the parent organization’s home-country HRM practices •Benefits of Ethnocentric IHRM•Little need to recruit qualified host country nationals for higher management•Greater control and loyalty of home country nationals•Key decisions centralizedCosts of Ethnocentric IHRM •May limit career development for host countrynationals•Host country nationals may never identify with the home company•Expatriate managers are often poorly trained for international assignments and make mistakes •Expatriates may have limited career developmentRegiocentric and PolycentricIHRM•Regiocentric IHRM:region-wide HRM policies are adopted•Polycentric IHRM:firm treats each country-level organization separately for HRM purposes •Greater responsiveness to host country differencesBenefits of Polycentric andRegiocentric HRM Policies•Reduces costs for training of expatriate managers from headquarters•No investment in language training•Fewer problems with adjustments to local cultures •Less expensiveCosts of Polycentric andRegiocentric IHRM Policies •Coordination problems with headquarters-based on cultural,language,and loyalty differences •Limited career-path opportunities for host country and regional managers•Limited international experience for home country managersGlobal IHRM Orientations •Recruiting and selecting worldwide•Assigning the best managers to international assignments regardless of nationality•Benefits-Bigger talent pool-Develops international expertise-Helps build transnational organizational cultures•Costs-Importing managerial and technical employees not always possible-Added expenseIHRM Orientation andMultinational Strategy•Early stages of internationalization—ethnocentric IHRM•Multilocal strategies—polycentric or regiocentric•Regional strategy—regiocentric,polycentric or globalExhibit 5.10: IHRM Orientations and Multinational StrategiesKey Questions RegardingLocal Employees•How can we identify talented local employees?•How can we attract these employees to apply for jobs?•Can we use our home country’s training methods with local employees?•What types of appraisal methods are customary?•What types of rewards do local people value?•How can we retain and develop employees with a high potential as future managers?•Do any local laws affect staffing, compensation, and training decisions?Why Do Nations Differ in HRM?•Because of the national context-National culture and social institutions influence how managers make decisions regarding strategies •Countries vary widely with regards to social institutions and national culture-Multinationals must select and implement practices that meet national context。