人力资源管理.ppt

以下哪一项不利于预测在外国任命的成功？ a）其他倾向 b）文化刚性 c）感知能力 d）技术专长 以下哪一项不是劳动力对跨国公司议价能力提高的反应？ a）建立全球联盟 b）制定、建立自己的国际组织 c）游说国家立法，限制跨国公司 d）试图通过诸如联合国等国际组织来实现跨国公司法规 There are four major tasks of HRM: Staffing policy Management training and development Performance appraisal Compensation policy As shown in in this figure, people are the linchpin of a firm’s organization architecture. For a firm to outperform its rivals in the global marketplace, it must have the right people in the right postings. Those people must be trained appropriately so that they have the skill sets required to perform their jobs effectively, and so that they behave in a manner that is congruent with the desired culture of the firm. Their compensation packages must create incentives for them to take actions that are consistent with the strategy of the firm, and the performance appraisal system the firm uses must measure the behavior that the firm wants to encourage. As indicated in Figure 18.1, the human resource function, through its staffing, training, compensation, and performance appraisal activities, has a critical impact upon the people, culture, incentive, and control system elements of the firm’s organization architecture (performance appraisal systems are part of the control systems in an enterprise). Thus, human resource professionals have a critically important strategic role. Management Focus: Managing Expatriates at Royal Dutch/Shell Summary This feature examines how Royal Dutch/Shell, a global petroleum company employing over 100,000 people manages its expatriates. The international mobility of its workforce is an important part of Shell’s overall philosophy. However, in the early 1990s, the company found that it was having an increasingly difficult time recruiting personnel for foreign postings. Suggested Discussion Questions 1. Shell’s commitment to the success of its foreign assignments is demonstrated by its efforts to uncover expatriate concerns. Discuss the results of