跨國(guó)公司人力資源培訓(xùn)與開發(fā)的發(fā)展趨勢(shì)-閱讀頁(yè)
2024-11-04 12:40本頁(yè)面
【正文】 訓(xùn)的價(jià)值。要明確各個(gè)部門、各個(gè)崗位的培訓(xùn)需求。也要建立自己相應(yīng)的培訓(xùn)師隊(duì)伍。首先要明確培訓(xùn)內(nèi)容和目標(biāo)，在培訓(xùn)中也要改革培訓(xùn)的技術(shù)和方法，讓培訓(xùn)者真正喜歡上培訓(xùn)，熱愛培訓(xùn)。“培訓(xùn)是一種福利，不需要再有任何的獎(jiǎng)勵(lì)”、“培訓(xùn)不能占有工作時(shí)間”等想法，這對(duì)培訓(xùn)效果的實(shí)現(xiàn)很不利。百年大計(jì)、以人為本，企業(yè)要想做大做強(qiáng)，第一要素必須重視人才培養(yǎng)，“治國(guó)安家、得人也”。企業(yè)一定要堅(jiān)持不懈的努力發(fā)展人力資源管理與培訓(xùn)，相信企業(yè)的未來一定會(huì)擁有企業(yè)與員工雙贏的局面。國(guó)際性公司的人力資源管理面臨 著國(guó)外員工的招聘、培訓(xùn)、薪酬和工作生活質(zhì)量等方面的特殊問題。這些業(yè)務(wù)范圍在地理空間上超越一個(gè)國(guó)家用公司就被稱為跨國(guó)公 司。)There are three parts of the passage Part One The definition of multinational panies(multinationalcorporations, transnational corporations TNCs)Part TwoThe importance of human resources management inmultinational paniesPart ThreeThe basic model of thetransnational humanresources management(這篇文章主要有三部分：部分 1 跨國(guó)公司人力資源管理的定義 國(guó)公司人力資源管理的重要性 部分 3 跨國(guó)公司人力資源管理的基本模式)部分 2 跨Part One The definition of multinational paniesThe definition of multinational panies means ： multinationalpanies that set up subsidiaries in several countries, access anddistribute capital, raw materials, technology and management resourcesin the whole world to achieve their overall goals of the resources managementas a factor for the success or failure ofmultinational corporations has the critical influence.(跨國(guó)公司指的是在多個(gè)國(guó)家設(shè)立子公司，并在整個(gè)世界范圍內(nèi)獲取和分配資金、原材料、技術(shù)和管理資源以實(shí)現(xiàn)企業(yè)整體目標(biāo)的公司。)Part TwoThe importance of human resources management inmultinational paniesInternational human resources management and domestic human resources management are very of all, for many human resources management activities, international human resources management needs to consider more factors than domestic human resources example, the salaries of expatriates are denominated in units, currency of the host country, and their changes in the exchange rate with the host country will affect the real ine of employees ,this is what should be considered for international human resources , international human resources management, include more plex content than the domestic human resources is becausethe employees in multinational pany are from two or more countries, which will involve staff’s cultural multinationalcorporations to invest in China found necessary to provide the basic acmodation for staff, and foreign employees sent to work in China realized their own ines face double taxation requirements of their own country and the Chinese course ,more other issues 源管理與國(guó)內(nèi)人力資源管理有很大的差別。例如，派出員工的 薪酬是以東道國(guó)的貨幣作為計(jì)價(jià)單位的，而本國(guó)與東道國(guó)的匯率的變化將影響到 這些派出員工的實(shí)際收入的增加或減少，這是國(guó)際人力資源管理必須考慮與協(xié)調(diào) 的。這是因?yàn)?跨國(guó)公司中的員工來自兩個(gè)甚至更多的國(guó)家，會(huì)涉及到員工文化差異的問題。With the advent of the world economic integration and rapid development, multinational panies will bee a very important economic organization, which setthe new request for human resources management.Multinational panies need to recruit, select, train and pensate employees to enable them to work in the foreign subsidiaries for the organization?？鐕?guó)公司需要招聘、選擇、培訓(xùn)和 補(bǔ)償員工以使他們能夠在國(guó)外的分支機(jī)構(gòu)中為本組織工作；同時(shí)，還可能需要從 國(guó)外招聘員工來本國(guó)工作。Part ThreeThe basic model of thetransnational humanresources managementThe international human resources management models of Multinationalimplementation vary, Four of the most representative are as follows 1 Ethnocentric this management approach, the parent panyof multinational corporations directly transplants their policy andmethods tooverseas subsidiaries, these subsidiaries are controlled by expatriates of the parent pany ,while the policy was s implemented by the parent this case, the subsidiary human resources managers need toCoordinate meet thebetween the pany headquarters and local employees torequirements of both, which is very difficult.。在這種情況下，子公司的人力資源 經(jīng)理就需要在公司總部的規(guī)定與東道國(guó)當(dāng)?shù)氐膯T工可以接受的政策之間進(jìn)行協(xié) 助調(diào)，工作的難度比較大。s human resource managers have considerable autonomy, so work like this is more simple。在這種情況下，子公司的人力資源經(jīng)理有很大的自主權(quán)，因此工作起 來就比較簡(jiǎn)單。在這種原則方式中，子公司按照地區(qū)進(jìn)行分類，如歐洲區(qū)、大 中華區(qū)和北美區(qū)等。在這種模式中，地區(qū)內(nèi)部的協(xié)調(diào)與溝 通的程度很高，而在各個(gè)地區(qū)與公司總部之間的溝通與協(xié)調(diào)是非常有限的的。在這種管理方式中，公司總部與各個(gè)子公司構(gòu)成一個(gè)全球性的網(wǎng)絡(luò)，該網(wǎng) 強(qiáng)被看作是一個(gè)經(jīng)濟(jì)實(shí)體而不是母公司與各個(gè)子公司的一個(gè)簡(jiǎn)單集合。人力資源管理和其其他管理工作可以由最適合的任何國(guó)家的員工擔(dān)
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