ch02environmentofhrm(人力資源管理-南京大學(xué)-趙署明)-資料下載頁(yè)
2024-10-20 23:38本頁(yè)面
【正文】 rate of unionism: U.S., 14.5%。 Sweden, 96%。 U.K., 50%。 Germany, 43%。 Canada, 36%。 and Japan amp。 France, 28% Although the rates appear impressive compared with the States, unions in theses countries are generally less adversarial with management and less focused on wage gains, globalization is a major threat to wage gains worldwide.,6. Global Employee and Labor Relations,Human resource policies and practices must be geared to deal with the global differences in collective bargaining. The strength and nature of unions differ from country to country. Some countries, like Germany, even require firms to have union or worker representatives on their boards of directors. This practice is very common in European countries.,7. Equal Employment Opportunity in the United States and Labor Law in China,The U.S. Civil Rights Act (1964): An employer cannot discriminate on the basis of race, color, religion, sex, or nation origin with respect to employment China’s Labor Law (1995),XI. Barriers to Effective Global HRM,HR management must consider the potential impact of global differences on human resources. Difference in politics, law, culture, economics, labormanagement relations system, and other factors complicate the task of global human resource management. Some possible barriers to effective global management: Political and legal, culture, economic, labormanagement relations, language, etc.,XII. Global HRM Strategies,HR managers must help their corporations achieve the global strategies in the following ways: understand its multiple, national cultures integrate and coordinate these differing national cultures hire and train a truly worldquality and globally aware workforce and management team develop career planning and management programs understand global business develop ability to communicate to global workforce,Discussion,What external and internal factors affect HR activities? How should we organize human resources for globalization?,
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