跨国公司人力资源本土化策略

跨国公司在东道国所面临的是一种与母国截然不同的经营环境，这种环境的差异来自于自然资源，人力资源，基础设施，市场规模和收入水平等可以度量的环境因素，以及政治法律环境，社会文化环境，语言环境等无形的软环境因素。相对而言，后者显得隐蔽，深远因而也更难克服。     

浅析跨国公司人力资源本土化

在经济全球化越来越深刻地影响当今世界的形势下,跨国公司的全球资源配置向纵深发展.跨国公司作为经济全球化的主要载体,其竞争力不仅体现于拥有雄厚资本、先进技术、驰名品牌、完善的销售网络以及科学的管理等方面,更重要的是先进的人力资源管理模式.在诸多人力资源管理模式中,东道国人力资源本土化成为跨国公司普遍采用的人力资源管理模式.而在华跨国公司人力资源本土化作为其全球化战略的重要组成部分,对跨国公司整体经营战略和竞争力产生了深刻的影响.     

在华跨国公司人力资源本土化成功案例分析

我国在改革开放以来国际吸引力与日俱增。很多大型国际企业都纷纷进驻中国,在中国设立分公司、子公司,投资建厂,发展贸易。在华跨国企业为了迎合中国市场的需要,吸引更多的中国消费者,在中国更好的经营发展,必须采取一系列符合我国国情符合自身发展的本地化战略,人力资源的本土化是其中的核心和关键。本文对人力资源本土化成功的跨国公司进行案例分析并得出启示。     

跨国公司人力资源本土化战略的启示

近10年来,中国作为世界上最具魅力的新兴市场之一,吸引着诸多跨国公司纷至沓来。据统计,美国《财富》杂志公布的世界500强企业中已有300多家落户中国。随着大型跨国公司投资的逐步增多,其经营活动也出现本土化的新动向,本土化策略已经成为跨国公司全球化战略具体落实的载体。而人力资源本土化则是跨国公司本土化战略的关键和根本,已经成为了众多跨国公司人力资源管理的核心内容。各种统计资料显示,在一般管理人员层面,许多在华的跨国公司已基本实现了本土化。而在管理高层方面,也向本土化迈进,如微软最早有杜家滨、吴士宏,后有高群耀等,微软…     

跨国公司在华本土化战略及启示

针对跨国公司大举进入中国的现状,探讨了跨国公司在华经营本土化产生的原因,分析了跨国公司在中国人才、R&D、市场等方面本土化的策略,以及跨国公司本土化对我国经济发展的积极和消极的影响,提出我国企业针对跨国公司的经营本土化策略应采取的相应对策和本土化战略对中国企业国际化的启示。     

跨国公司员工本土化初探

在全球经济一体化日益扩大的21世纪,跨国公司的企业竞争力最终体现在人才的竞争。然而,在缺乏高素质管理人才的中国市场,跨国公司却要在进入中国市场的3年～5年内实现高达90%以上的员工本土化。文章针对该问题对跨国公司采取员工本土化的原因、实现本土化的过程以及受影响因素和本土化取得成功的关键环节等进行了探索性分析。     

跨国公司在华本土化战略对我国企业海外经营之启示

跨国公司进入中国制定并采取了本土化战略,取得了卓越的成效,这对我国企业海外经营有着积极的借鉴意义。本文研究了跨国公司本土化战略的具体内容,并提出我国企业走出去实施本土化战略的建议。     

浅析在华跨国公司的人力资源管理

自改革开放以来,越来越多的跨国公司来华进行投资,但由于环境、文化等背景的不同,许多跨国公司在人力资源管理方面遭遇到一些问题,包括思想观念、招聘、培训、业绩考核以及薪酬五个方面的问题,它们的存在严重阻碍了跨国公司在华的发展。     

浅谈跨国公司在华全方位营销本土化战略

跨国公司在华的本土化战略作为其全球战略的一部分,是跨国公司经济一体化战略的一种创新模式。营销本土化是本土化战略的一个组成部分,指企业在全球营销过程中,考虑世界各地的传统差异对消费需求的影响,注重将企业整体营销战略与当地的实际营销环境特点相结合,以满足特定目标市     

跨国公司推进在华本土化策略

在9月6日召开的第七届中国吉林·东北亚投资贸易博览会上,除东北亚区域六国参会外,来自美国、法国、德国等国的大型跨国公司也到此洽谈经贸合作项目。这些跨国公司在华投资时都将产品、技术的本土化放在首要考虑之中,希望以本土化的营销策略加大在华投资力度,从而扩大市场份额。     

Extending beyond borders: Multinational companies and the international management of labour

The paper investigates the potential consequences of MNCs' globalizing strategies for the management of labour, drawing on findings from a survey of employee management among MNCs operating in the UK. It finds clear evidence of transnational forms of management organization, including in the personnel sphere. But it also underlines that moves to globalism are uneven. Structures and policies to develop international management teams were found primarily among certain types of MNC. Most striking was the extent to which MNCs are actively engaged in the management of non-managerial employees at international level. Seven out of every ten companies monitored labour performance across sites in different countries. The broader significance of this finding lies in the business decisions which flow from the use of such information. As MNCs develop continental production strategies, pressures on local workforces, keen to attract future investment, for performance improvements are likely to intensify. These developments pose considerable challenges for labour which remains primarily local and national in its organizational focus.     

收房验楼六大“要务”

从房屋交接的实践来看，由于对商品房销售面积的计算方法不甚了解，多数购房者只注重对房屋结构、装修质量的验收，而忽视对房屋面积的核实。实际上，房屋面积的大小不但影响到最终产权，而且涉及房价，对购房者的经济利益产生直接影响。所以核查所购房屋的销售面积也是房屋验收工作中的一个重要环节，     

Cultural barriers in the transferability of Japanese and American human resources practices to developing countries: the Turkish case

Multinational enterprises can be expected to increase their chances of success by understanding the socio-cultural systems of the regions in which they operate. This paper examines the applicability of Japanese and American human resources management practices in Turkey within a socio-cultural perspective. Emphasizing the contextual differences between developing and industrialized countries and comparing work-related values of the three countries, the paper argues that Japanese human resources practices are more compatible with Turkish societal characteristics than are their American or Western counterparts.     

浅析跨国公司在华逃避社会责任原因与对策

戴尔"血汗工厂"事件再次使跨国公司在华社会责任问题引起全社会关注。少数跨国公司在华逃避社会责任,其原因一方面是企业为了追求利润最大化,不惜牺牲社会责任;另一方面是我国法律制度不完善,监督不到位,跨国公司钻了制度的漏洞。为此,建议一方面跨国公司自觉维护自身形象,增强责任意识;另一方面政府加强法制建设与企业社会责任的宣传与监督,引导与规范跨国公司社会责任的落实。     

The market reaction on the human resources information disclosure in Chinese listed companies

In this paper, the author uses the listed company＇s annual report and financial statements to do the empirical research, the selected areas are information technology industries. The results show that the average age of employees, professional proportion, and the average assesses and executives＇ shareholdings have no significant impact with P/B. The industry statistics revealed no significant impact between average age and P/B because each group of age has its own advantages. By using these indicators, the author can improve the human resources information voluntary disclosure, make the disclosure of information comparable, and provide the empirical reference to the listed companies.     

The role of MNCs in balancing the human capital 'books' between African and developed countries

The economic imbalance that exists between Western developed economies and African economies has resulted in retardation of human capital development in the African countries. The foreign direct investments that have freely flowed into Western economies have been the stimulus for the creation of jobs and the resulting educational infrastructure to generate qualified employees. Without this increase in human capital stock (i.e. in African countries) the ability of these economies to compete in the global, high tech, information economy of the twenty-first century is severely constrained. The paper examines the development of a human capital encompassing societal, organizational, and individual levels that can be stimulated by multinational organizations. The resulting positive impact on human capital in turn supports the growth not only of the African countries but also of the multinationals doing business in Africa.     

新联想组织调整与企业跨国经营的结构选择

企业跨国经营过程中组织结构的调整是许多企业的面临难题之一。本文从通用电器、花王等公司的国际化悲剧的教训中入手,分析了跨国经营中组织结构与战略和环境三者的一般逻辑关系,并以个人电脑行业为例对联想公司的战略和结构进行了剖析,得出了相关的结论。     

Multinational corporation management strategies and international human resources practices: bringing IHRM to the bottom line

This paper examined the relationship between multinational corporations' global management strategies and the resulting international human resource practices. Four global strategies, which vary in their extent of global integration and local responsiveness, were examined (ethnocentric, regiocentric, polycentric and geocentric). Data from international human resource professionals in forty-six companies generally supported the hypothesis that HR practices (recruitment, selection, socialization) varied by global strategy. In particular, strategies varied especially between the ethnocentric and geocentric companies. These strategies were further found to be related to a composite Multinational Corporation Success Index of economic variables (return on capital, sales growth, return on equity, profit margin). Companies which had ethnocentric strategies were found to be less successful than companies operating under any of the other three strategies. Findings suggested that local responsiveness should be incorporated into the global strategy of multinational companies. Recommendations for international human resource practices based on these results have been given.