跨國(guó)公司外派人員選擇標(biāo)準(zhǔn)-文庫(kù)吧資料
2024-07-28 02:58本頁(yè)面
【正文】 lligence, it is mainly concerned about the reasoning , learning and analytical thinking. When the perceived market opportunities abroad, a high plexity, the IQ factor in the selection process will be more important. (2) Emotional IQ (E motiona lintelligence ): Includes perceiving other that the feel of the different feelings of Effective control ability, can handle the pressure Ying Xiang Yi Zhi performance not to be emotional, with sufficient energy and towards achieving goals, in the unique environment in the plex environment can do Juece Yijigenju adjust the decisionmaking, and mainstream culturally appropriate behavior, in different cultures such as the sensitivity and passion. When the particular requirements with emotional control and resolution skills to resolve internal and external stakeholders of the value of conflict, the more emotional on the particular needs of IQ. (3) Administrative IQ (Political intelligence ): Refers to panies that use formal or informal power to achieve the objectives of the capability and know how in the pany carefully, wisely and skillfully use the power capacity. When the particular needs of informal resources and tools required to manage internal and external stakeholders, the more we ask with that IQ.（4）社會(huì)/文化IQ（Cultural/socialintelligence）：指一個(gè)人在社會(huì)、組織或亞文化中社會(huì)化的程度，在不同的環(huán)境下對(duì)角色、規(guī)范、慣例和禁忌的接受和理解。Michael Harveya, Milorad M. Novicevicb, Timothy Kiessling (2002) proposed an application of multiscale IQ selection. They IQ into three categories: analytical intelligence (Analytical intelligence), that is the solution of planning, implementation, evaluation, including cognitive IQ, emotional IQ。（3）行政IQ（Political intelligence）：指在公司中使用正式或非正式權(quán)力以達(dá)到目標(biāo)的能力，以及知道在公司中如何謹(jǐn)慎地、明智地并巧妙地使用權(quán)力的能力。（2 ）情感I Q （E m o t i o n a lintelligence）：包括感知他人的感覺(jué)并在不同的環(huán)境下有效控制感情的能力，能處理壓力以致績(jī)效不被感情影響，具備充足的能量并努力達(dá)到目標(biāo)，在獨(dú)特的環(huán)境中能做決策以及根據(jù)復(fù)雜環(huán)境調(diào)整決策的能力，與主流文化相適應(yīng)的行為，對(duì)處于不同文化背景的人的敏感和同情等。這三類IQ 共計(jì)為8 個(gè)IQ衡量因素，他們?cè)诖嘶A(chǔ)上進(jìn)一步分析了在哪種外派環(huán)境下更應(yīng)注重哪類IQ：（1 ）認(rèn)知I Q （C o g n i t i v eintelligence）：一種傳統(tǒng)的對(duì)智力的衡量，它主要關(guān)注推理、學(xué)習(xí)和分析性思考的能力。 the other hand, taking into account the cost of expatriate personnel. For any initial set up, mergers and acquisitions of enterprises, the total Management and Chief Financial Officer is required assignment of nuclear personnel, the scale of larger panies will need to send Director of Human Resources. Some expatriates is a business management of the nuclear team, some people can really form a new enterprise management conducive to the value of the parent pany and management system. As such, the quality of the pany a bined expatriate distinction important scientific expatriate recruitment criteria help to identify the most suitable expatriates. John B. Cullen Proposed five criteria selection and recruitment, job factors, respectively, municative petence, international motivation, family status and language skills. In the recruitment selection process, multinational corporations will be widely used interviews, standardized tests, assessment centers, resume, work trial, remended by other methods, in which the interview is the most widely used and is considered the most effective method.Michael Harveya, Milorad , Timothy Kiessling（2002）提出了一個(gè)具有應(yīng)用性的多元IQ 選拔量表。s key positions in the pany of all officers by the home country. In recruitment, the key management personnel and technical personnel from the home country, the local employees hold lowlevel and auxiliary positions. And technicians in the management and all aspects of human resources, panies tend to follow the parent pany39。Third, the employment citizens of third countries. Company in the country into the early stages of the host country, usually from countries which are to carry out business activities and with local government. In the entry for some time, multinational panies tend to hire local workers. But not entirely, because the country depends on its corporate staff recruitment policy adopted staffing, staffing policy of the country39。John 提出了選拔與招聘的五個(gè)標(biāo)準(zhǔn)，分別為工作因素、交際能力、國(guó)際動(dòng)機(jī)、家庭狀況及語(yǔ)言技巧。這些外派人員是一個(gè)企業(yè)管理的核心團(tuán)隊(duì)，這些人能夠真正在新的企業(yè)中形成有利于母公司的價(jià)值理念和管理體系。不同的人員配備政策有其各自的優(yōu)缺點(diǎn)確定外派人員的范圍，一方面要考慮到工作性質(zhì)是否要求外來(lái)人力資源，避免員工外派的時(shí)間浪費(fèi)；另一方面，還要考慮到外派人員所需的高成本。采取全球中心法則在世界范圍選擇最合適于職位的人選，而不考慮其國(guó)籍。并且在經(jīng)理和技術(shù)員工人力資源配置的各個(gè)
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