摘要:本文主要讨论了如何将种族中心主义的方法应用于公司的人力资源管理,分析了人力资源管理的重要性,并且提出了将种族中心主义的方法应用于公司的人力资源管理的具体措施和建议。
rough experience at parent company. In order to better implement the company's development strategy and management style, Unilever Company believes that the president of a subsidiary shloud born from home country managers, local managers could not meddle in management positions at this level, so the China president occupied by the European local personnel officer.
Lastly, this will help parent company to establish a pool of internationally experienced executives, which is good for company future developing. Studies show that, home employees could conduct at least two main functions in a foreign unit: control function and knowledge function (Delios and Bjorkman, 2000). For example, IBM established career profile for each new employee, and the global brains of Gneral Electric corporation. The approach of IBM and General Electric is that instilled the asessment of cross-training into the annual review process of expatriate employees (David H. Holt and Karen W. Wiggiton., 2002).
Multinational organization taking an ethnocentric approach to HRM has some advantages, but it still takes an abundant of disadvantages to the company.
Firstly, the multinational organisation taking an ethnocentric approach to its HRM,which will cause high transfer and salary costs when the company decided to develop its oversea company. Due to the ethnocentrism, managers first considere recruiting and selecting the new members from the home country. Then, they will consider who is suitable for key positions about high-level professionals and senior managers, and they will use home country or expatriate employees.This may spents large time and salary costs. In addition, since employees (who come from home country) are often different than other employees, they do not familiar with the abroad's culture and lifestyle, they need training before they leave the home company. Adequately trained personnel in a company are capable to fulfil their goals, as well as to contribute to better performance and growth with their work (Armstrong, 1996), and researchers have indicated that an identification of training closely connects with job satisfaction (Foot and Hook, 1996), this maybe spend high salary costs in training. And before the home employee go abroad, the company should gives his family arragement, live in home country or expatriate with him what maybe need high transfer and salary costs.
Some reasons influence the high transfer and salary costs, how to reduce the costs of home employees become particularly important. In my opinion, the prime costs cost on home employees, the company could solve this question from two aspects. Firstly, the company could sets a localisation mode of senior executives to reduce the cost of employees, such as Unilever Company. The company employed or selected Chinese people as a senior manager, the company 60% of executives are held by Chinese people. Secondly, to reduce the high failure rate of home emplyees while the company still sets a mode of senior executives. because the home employee leaves the company, company still needs to select new employee, and train him, which may be spend more costs. One people said that: the company or cause the only real resource is its people. Employees are the real resources of the company.
Secondly, taking an ethnocentric approach to HRM by the company will cause disincentive effect on local-managem
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