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              管理學essay范文參考——Definition of International Human Resource Management (IHRM)

              論文價格: 免費 時間:2022-08-09 10:48:09 來源:www.eanhe.com 作者:留學作業網

              管理學essay范文——國際人力資源管理的定義。本文是一篇留學生管理專業的Essay寫作格式參考范文。國際人力資源管理包括公司的工作系統和雇傭實踐。它包括人員管理的個人和集體方面。它不局限于任何一種風格或意識形態。它調動了線經理和專家經理(后者存在的地方)的精力,通常需要為不同的勞動力群體提供一系列的信息。(Boxhall, P. and Purcell, J. 2008)。以下是管理學essay范例寫作的全部內容,是一篇符合國外大學Essay寫作格式要求的范文,供參考。

              管理學essay范文

              International Human Resource Management includes the firm’s work systems and its employment practices. It embraces both individual and collective aspects of people management. It is not restricted to any one style or ideology. It engages the energies of both line and specialist managers (where the latter exists) and typically entails a range of messages for a variety of workforce groups’. (Boxhall, P. and Purcell, J. 2008).

              HRM responsibilities include:

              Recruitment and selection

              Training and development

              Human resource planning

              Assessing performance of employees

              Payment and reward systems

              Initiatives to align employee developments to corporate strategies.

              International Human Resource Management (IHRM)國際人力資源管理

              Boxall, P. (1992) defined International Human Resource Management (IHRM) as ‘concerned with the human resource problems of multinational firms in foreign subsidiaries (such as expatriate management) or more broadly, with the unfolding HRM issues that are associated with the various stages of the internationalisation process. (Boxhall, P. 1992).

              Boxall, P.(1992)將國際人力資源管理(IHRM)定義為“關注跨國公司在外國子公司的人力資源問題(如外派管理)或更廣泛地說,與國際化進程的各個階段相關的人力資源管理問題?!?Boxhall, p . 1992)。

              Mark Mendenhall (2000) sought to be more specific by outlining a number of criteria relevant to a definition of IHRM:

              IHRM is concerned with HRM issues that cross national boundaries or are conducted in locations other than the home country headquarters.

              IHRM is concerned with the relationships between the HRM activities of organisations and the foreign environments in which the organisations operate.

              IHRM includes comparative HRM studies; e.g. differences in how companies in Japan, Thailand, Austria and Switzerland plan for upgrading of employee skills and so on.

              What IHRM is not   IHRM不是什么

              IHRM does not include studies that are focused on issues outside the traditional activities inherent in the HRM function.

              E.g. leadership style is not IHRM, unless specifically linked to an HRM function; developing a selection programme to measure and select global leaders would arguably lie within the domain of organisational behaviour.

              IHRM does not include studies of HRM activities in single countries.

              E.g. a study of personnel selection practices in Saudi Arabia, whether undertaken by an English, German or Canadian researcher, is still a study about domestic HRM in Saudi Arabia. Though such studies may have interest to those who work in international HRM issues, they are essentially examples of domestic HRM research.

              例如,沙特阿拉伯的人事選擇實踐研究,無論由英國、德國或加拿大的研究者進行,仍然是關于沙特國內人力資源管理的研究。雖然這樣的研究可能會對那些在國際人力資源管理問題工作的人感興趣,但它們本質上是國內人力資源管理研究的例子。

              IHRM approaches IHRM方法

              Ethnocentric: key positions filled by nationals of parent company

              Polycentric: host country nationals recruited to manage subsidiary in their own country

              Geocentric: best people recruited, whatever their nationality

              Regiocentric: best people recruited within region in which the subsidiary operates (e.g. EU, USA).

              IHRM solutions IHRM 解決方案

              Choice of IHRM approach depends upon:

              Degree and type of internationalisation

              Type of industry and markets served

              Characteristics of staff

              Cultural preferences.

              essay格式范文

              Advantages and disadvantages of a ‘decentralised’ approach to IHRM國際人力資源管理的“分散”方法的優點和缺點

              Advantages

              Groups within the subsidiary can gain in status

              Groups within the subsidiary become more cohesive, fostering group identity

              IHRM takes place within a culture appropriate to the local workforce and customers

              Disadvantages

              Tendency to become ‘exclusive’

              Loss of central control, higher administrative costs as HRM function is sent ‘down the line’

              Loss of organisational control and organisational identity

              IHRM and training and development人力資源管理與培訓和發展

              Training and development increases in complexity as MNEs move abroad.

              Types of training and development depends on a number of factors:

              The degree to which management is centralised.

              The types of workers employed in subsidiaries or joint ventures.

              The importance of branding, and the extent to which employees are expected to reflect the brand.

              The cultural expectations of training.

              培訓和發展的類型取決于許多因素:

              管理集中的程度。

              子公司或合資企業雇用的工人類型。

              品牌的重要性,以及期望員工在多大程度上反映品牌。

              培訓的文化期望。

              In a global company, the training may well be centralised so that suppliers, employees and distributors are aware of the brand image that needs to be communicated.

              E.g. in Ford training programmes are set up centrally, and then translated and delivered to all main suppliers, subsidiaries and distributors.

              If, however, a more polycentric approach is taken, then the training may well be far more local, and more in line with the local culture

              Cross-cultural awareness跨文化意識

              Support provided for employees moving to overseas subsidiaries:

              Environmental briefings

              Cultural orientation

              Cultural assimilation

              Language training

              Sensitivity training

              Field experience.

              IHRM and reward strategies人力資源管理和獎勵戰略

              To design an appropriate reward strategy for employees taking up an international position, may require a number of factors to be considered, including:

              A knowledge of the laws, customs, environment, and employment practices of the foreign countries.

              Familiarity with currency relationships and the effect of inflation on compensation.

              An understanding of the allowances appropriate to particular countries, etc.

              For example, awareness of employment related legislation in the country of operation is vital to an appropriate international reward structure. India has as many as 45 labour laws at national level and close to four times that at the level of state governments (Kaushik 2006).

              The main method of drawing up a compensation package is known as the ‘balance sheet’ approach.

              This approach is, according to Reynolds (1986): ‘a system designed to equalise the purchasing power of employees at comparable position levels living overseas and in the home country, and to provide incentives to offset qualitative differences between assignment locations’.

              根據雷諾茲(1986)的說法,這種方法是:“一種旨在平衡居住在海外和本國同等職位水平的員工的購買力的系統,并提供激勵措施來抵消分配地點之間的質量差異?!?/p>

              IHRM and ‘Balance Sheet’ reward strategyIHRM和“資產負債表”獎勵策略

              In order to achieve ‘balance’ in reward structure, the organisation must take into account:

              Income taxes incurred in both home and host country

              Housing allowances (which might range from financial assistance to employees to providing company housing)

              Cost-of-living allowances (to adjust differences between home and abroad)

              Contributions to savings, pension schemes, etc. while abroad

              Relocation allowances (including the moving, shipping and storage of personal and household items and temporary living expenses)

              Education allowances for expatriate’s children (e.g. language tuition and enrollment fees in the host country or boarding school fees in the home country)

              Medical, emergency and security cover.

               留學生Essay相關專業范文素材資料,盡在本網,可以隨時查閱參考。本站也提供多國留學生課程作業寫作指導服務,如有需要可以咨詢本平臺。

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