国际人力资源管理教材英文讲稿—--讲义.教材.doc

International Human Resourse

Management

—— Managing Perple in a Multinational Context

Teaching Materials of English

16

Chapter 1 Introduction
Learning objectives
After considering this chapter, the reader will be able to describe
l The internationalization of business
l The internationalization of HRM
l The three major forms of IHRM
l Differences between international and domestic HRM
l The theories for HRM & IHRM
Key terms
Ø International business (IB)
Ø International Human Resource Management (IHRM)
Ø Multinational enterprises (MNEs)
Ø Small and medium-sized enterprises (SMEs)
Ø Strategic IHRM (SIHRM)

1. International business
The cases for begainning
ACTION 1.1
1. Name one campany or two with running IB.
2. Harry Ramsden’s goes international
The internationalization of business just as many large companies such as Motorola, GE, etc., have been required to go global over the past decade, small and medium-sized firms (SMEs) have done the same, such as Harry Ramsden's, reported in IHRM in Action. It is the smaller and medium-sized firms, such as Harry Ramsden's Fish and Chips (from the UK), that illustrate what is happening to extend the impact of international business throughout the world. You can name other examples to illustrate this point.

Harry Ramsden's goes international
Deep-fried fish and chips have been a perennially (持续不断地,一直地), popular food in England. But they have historically been very local in their operation. One of England's premium (特级的) fish-and-chip shops, Harry Ramsden's, though, founded in Guiseley, Yorkshire, in 1928, is one of the few that have opened shops at multiple locations. BY 1994 the company had eight branches in Britain, with four more scheduled for opening, and one in Dublin, Ireland. Its busiest UK location is in the resort town of Blackpool, generating annual sales of £1.5 million (US$2.3 million). Harry Ramsden's managers, however, were not satisfied with this success, they wanted to turn Harry Ramsden's into a global enterprise.
To this end, in 1992 the company opened its first international operation in Hong Kong. According to finance director Richard Taylor, "We marketed the product as'Britain's fast food, and it proved extremely successful." Within two years the Hong Kong venture was already generating annual sales equivalent to its Blackpool operations. Half of the initial clientele (顾客) in Hong Kong were British expatriates, but within a couple of years, more than 80 percent of customers were ethnic Chinese.
Emboldened by this success, Harry Ramsden's has (as of 1999) opened additional branches in Singapore, Dublin, Ireland, Dubai, United Arab Emirates (阿拉伯酋长国), and Melbourne, Australia; but its biggest potential target market is seen as Japan. In an experimental shop in Tokyo, the Japanese took to this product, despite their traditional aversion to greasy food. So Harry Ramsden's began to look for Japanese partner to establish a joint venture in Japan.
As for the future, Richard Taylor states their international strategy: "we want Harry Ramsden's to become a global brand. In the short term the greatest return will be in the UK. But it would be a mistake to saturate the UK and the turn to the rest of the world. We'd probably come a cropper (失败) when we internationalized. We need experience now."

2. The importance of study IHRM
ACTION 1.2
Demonstrate the issue by a case in Shanghai
Supplementary material ----from China Daily, 20080102, page 5
Shanghai ‘heaven’ for expatriates
~ 60,000 foreign professionals drawn to opportunities in city
BY WANG HONGYI AND QIAN YANFENG
SHANGHAI: For 28-year-old Selvamaniam Kosala, working in Shanghai is both a refreshing and rewarding experience.
The electronics engineer from Kuala Lumpur, Malaysia, moved to the city in November 2005 with her husband, a product manager for the Asia-Pacific region of Royal Philips Electronics.
Kosie, as she likes to be called, said that while she was quite content with her life and work back home, the opportunities offered in a rapidly developing China were just too good to resist.
"I think I made the right decision." Kosie said.
"The city provides great opportunities for foreigners like us who want to start a career here."
Kosie works in the technical writing division at IBM in the city's Pudong hi-tech zone.
"I have been even happier since my daughter was born 10 months ago," she said.
"She seems to like the city as much as we do, and I hope that growing up in a bilingual environment will benefit her in the future."
In recent years, Shanghai has witnessed a huge rise in the number of foreigners moving to the city to live.
According to the municipal labor and social security bureau, the number of expatriate workers living in the city grew from 4,000 in 2000 to more than 60,000 at the end of last year.
Sun Hande, director of the bureau's labor and employment center for foreigners, said: "This shows Shanghai is becoming more and more foreigner-friendly and an increasingly popular choice among expats as a place to start a new career."
The largest numbers of expats hail from Japan, the United States and South Korea. "Most of them have good academic qualifications, with 89 percent holding bachelor's degrees or better," he said.
Most expats work for foreign firms in managerial and technical positions in areas such as real estate, banking, insurance and consultancy.
"My friends think Shanghai is heaven. This is partly because foreigners are paid more than local people, but the cost of living is low," Marie Sander, a young German woman working as an intern at a Chinese consultancy firm in Shanghai, who plans to stay after graduation in Germany, said.
Sun said foreigners looking to work in Shanghai can now apply online for an official permit and the bureau will process their applications within five days, faster than the national standard of 15 days.
Procedures at the entry-exit administration have also been simplified to encourage the inflow of foreign professionals in selected fields, Sun told.
China Daily, 20080102, page 5.

3. The internationalization of Human Resource Management
3.1 Defination of IHRM
The above paragraphs make the point that business is global. All aspects of the enterprise are affected. This course is about one specific function of business, the international nature and implications of the management function termed human resource management (HRM). Thus the focus of this text is International HRM (IHRM). The more broadly defined field of IHRM, is about understanding, researching, applying and revising all human resource activities in their internal and external contexts as they impact the process of managing human resources in enterprises throughout the global environment to enhance the experience of multiple stakeholders; including investors, customers, employees, partners, suppliers, environment and society.
广义的国际人力资源管理是指：理解、研究、应用与改善全球环境下影响企业人力资源管理过程的内、外部情景中所有人力资源活动，以提高投资者、顾客、员工、合作者、供应商、环境与社会等多种利益相关者的体验。
As the global economy expands, as more products and services compete on a global basis and as more and more firms operate outside their countries of origin, the impact on various business functions becomes more pronounced. Practitioners in all business functions must develop the knowledge, skills, and experience in the international arena which will enable them and their firms to succeed in this new environment. This new reality is just as true (as this course will demonstrate) for the HRM function as it is for other business disciplines, such as finance or marketing, which often get more attention. The purpose of this course is to describe the knowledge, skills, and experiences necessary for the successful management of the IHR function, a function that is increasingly performed by all employees in companies, including HR professionals (in the HR department), managers and non-managers.
3.2 Forms of International HRM
In the case of HRM, internationalization can take many forms. For practical purposes, HR managers in most types of firms can or will confront at least some aspects of internationalization. This is to say, the globalization and technology factors that have led to there being "no place to hide" for business, in general, have also led to there being no place to hide for the HR professional. Human resource professionals can find themselves involved in and therefore must understand - IHRM issues in any of the following possible situations (which include HRM positions in all types of firms, not just international HR positions within the types of firms usually focused on, i.e., working at the headquarters of an MNE or in the parent-country operations).
In all cases, the international aspects of the situation increase the exposure and liabilities for HR managers and place on them ever-increasing demands for new, internationally focused competencies. This text is dedicated to helping develop the understanding and competencies necessary for HR managers to succeed (personally and professionally as business contributors) in the international arena.
3.2.1 The operation of parent-country firms overseas
This situation involves working as a parent-country HR professional in the main or regional headquarters of the traditional multinational enterprise (MNE). Increasingly, this could also mean working as an expatriate HR manager in a foreign subsidiary of an MNE. This is the best-known of the international business situations and includes, for example, a parent-country HR manager working in the headquarters or parent-country operations of firms like Coca-Cola, Ford, Motorola, and Citibank from the US, orShell, Ericsson, and Unilever from Europe, or sony, and Acer from Asia, all firms that have extensive foreign business activity. Typical headquarters IHRM responsibilities include selecting and preparing employees for and transferring them between the various country locations of the firm, determining and administering compensation and benefit packages for these international assignees, and establishing HRM policies and practices for the firm's foreign operations. Usually the parent firm either applies its parent-country HRM practices directly to-its foreign subsidiaries, or it tries to merge its personnel practices with those that are common in the host countries.
In terms of HR management in the foreign subsidiaries of MNEs, as a matter of practice and probably necessity, local HR managers are almost always host-country - nationals (HCNs). That is, these positions do not tend to be filled with HR managers from the parent firm (although these subsidiaries are usually established through the efforts of parent-country managers and HR managers). The use of local HR managers as part of the subsidiary management team makes sense because the host-country workforce is normally hired locally and work rules and practices must fit local laws and customs. Host-country nationals are more likely to be effective in the subsidiary HR position than are expatriate HR managers from the parent firm, even though HR policy is often "dictated" from the parent-company headquarters. (However, HR policy is typically - though not always - adapted to fit local law and Custom.) This centralization of HR policy can create problems with interface for host-country (subsidiary) managers - including local HR managers - who will differ in their orientations from the parent-country (HQ) HR managers.
An additional complexity, however, for IHRM, involves the increasingly common headquarters strategy in global firms that wants as many managers as possible to acquire international experience. This often also includes HR managers. So MNEs are beginning to send HR managers on foreign assignments as well as other types of managers. The result of this is that increasingly it may be possible to find HR managers serving in HR positions outside their countries of origin which could involve an HR manager either from headquarters or from a foreign subsidiary being posted to another country (that is, being an expatriate HR manager on assignment to a foreign subsidiary or regional office, in the case of a parent-country national or to another subsidiary or to headquarters, in the case of a host-country national). This situation, working as a parent-country HR manager for an MNE, at headquarters or on foreign assignment, is the first - and most commonly studied and written about - role in IHRM.
3.2.2 The operation of foreign firms in the home country
The second possibility for IHR involves the HR manager who works at home in the foreign subsidiary of a foreign MNE (or the HCN HR manager mentioned in the previous paragraphs). Increasingly, this could also involve working for a home-country firm that has been purchased by a foreign firm and thus is now a foreign-owned firm. In either case, the HR manager is now on the receiving end of corporate policy as it relates to HR practices. This will include working with a foreign headquarters (and, often, expatriate managers sent from the foreign - now parent - company) and typically will involve having to integrate into the local operations - the HR manager's home country - a philosophy and organizational culture and practices that are different and/or unfamiliar. This situation involves HR management as practiced by, for example, an American working in the US subsidiary of a foreign firm such as Sumitomo Bank, Sony, or Volkswagen, or in the now foreign-owned (previously US-owned) firm, such as Combustion Engineering (now a subsidiary of Asea Brown Boveri, ABB) or Haagen-Dazs ice cream (now owned by Grand Met of Great Britain), or Chrysler Group (now owned by Daimler Benz). Or it applies to the German HR manager working for Ford Motor Company in Germany or for Braun, in Germany (now owned by Gillette), or the Japanese HR manager working for the Japanese subsidiary of IBM in Japan or for Nissan, now with majority ownership by Renault from France.
The different communication and business practice styles, motivation philosophies, and organizational structures and frequent lack of understanding of the host-country cultures, markets, employment laws and practices, and language, by the parent company, can cause difficulty for the local HR manager, and thus force that host-country HR manager to confront aspects of internationalization that are just as difficult as those confronted by the home-country HR manager working at headquarters and dealing with the "export" of policy and practice.
3.2.3 The employment of foreign citizens (or recent immigrants and/or their families)
The situation of A firm depicts what is "on the surface" a purely domestic firm, such as a hospital, farm, dry cleaner, ski resort, or restaurant (or the purely domestic operations of an MNE, such as the local fast-food franchise for McDonald's or a local petrol station for Shell or BP). In many