tailieunhanh - International human resource management - Chapter 8

Thảo luận về các vấn đề quốc tế nguồn nhân lực nói chung có xu hướng thiên lệch theo hướng quản lý người nước ngoài, đặc biệt là cha mẹ của dân nước, một phần là do tầm quan trọng chiến lược của họ. Trong chương này, chúng tôi cố gắng để khắc phục sự cân bằng bằng cách xem xét vấn đề nguồn nhân lực trong hoạt động của công ty con. Chúng tôi bao gồm các khía cạnh sau đây: | Chapter 8 HRM in the host country context 8/ Chapter objectives Factors that influence standardization or adaptation of work practices and the role of HR, including host-country culture and workplace environment, mode of operation, firm size, maturity and international experience and subsidiary mandate. (cont.) Discussion of international HRM issues generally tends to be biased in the direction of expatriate management, particularly that of parent-country nationals, partly owing to their strategic importance. In this chapter, we attempt to redress the balance by examining HRM issues in subsidiary operations. We cover the following aspects: 8/ Chapter objectives (cont.) Retaining, developing and retrenching local staff. HR implications of language standardization: HCN selection, training and promotion on the basis of language skills. Monitoring HR practices used by foreign subcontractors. 8/ Subsidiary issues Approach to subsidiary management a function of: The nature of . | Chapter 8 HRM in the host country context 8/ Chapter objectives Factors that influence standardization or adaptation of work practices and the role of HR, including host-country culture and workplace environment, mode of operation, firm size, maturity and international experience and subsidiary mandate. (cont.) Discussion of international HRM issues generally tends to be biased in the direction of expatriate management, particularly that of parent-country nationals, partly owing to their strategic importance. In this chapter, we attempt to redress the balance by examining HRM issues in subsidiary operations. We cover the following aspects: 8/ Chapter objectives (cont.) Retaining, developing and retrenching local staff. HR implications of language standardization: HCN selection, training and promotion on the basis of language skills. Monitoring HR practices used by foreign subcontractors. 8/ Subsidiary issues Approach to subsidiary management a function of: The nature of the relationship between units and ‘parent’ The level of equity involved Factors within host-country environments that facilitate or constrain the transfer of global management practices and business processes 8/ Standardization of work practices Depends on Receptivity of local workforce to adhere to corporate norms of behaviour Effectiveness of expatriates as agents of socialization Whether localization is timely (not just prompted by cost considerations) Appropriateness to the local environment 8/ Factors influencing standardization Host-country culture and workplace environment Mode of operation involved Size and maturity of the firm Relative importance of the subsidiary 8/ Host-country culture Work behaviour is culturally determined Whether corporate culture supersedes or supplants other ‘cultures’ is a subject of much debate Often, what is meant by corporate culture translates into universal work behaviours – standardisation of work practices 8/ Figure 8-1: The .