Philippine Christian University

1648 Taft Avenue corner Pedro Gil Streets

Malate, Manila
 

Internati onal HRM

Course:Human Resource Management

The seventh group

jun./5/2021
Leader : Li Ming Yue

Members :  Qu Li Mei, Niu Kuan, Zheng Si Ping, Cai Hong Sheng

目录
01 04
The Concept of of Meaning of international HRM
international HRM

02 05
Issues in International HRM
International HRM Compensation Policy

03
Management model of  International HRM
01 The Concept of
internati onal HRM

Reporter ： Qu Li Mei
 Th e Co ncept of International HRM
国际人力资源管理的概念

International human resource management refers to summarizing the theory and practice of human
resources management under the background of global economic integration, and discussing and studying the
human resources management in multinational corporations and enterprises. It is an extended branch of human
resource management, the result of the close connection between human resource management and the
development of the modern world economy, the latest development of human resource management into the
new century, and a new hot field of human resource management research.
国际人力资源管理是指在全球经济一体化背景下，将世界各国人力资源管理的理论与实践加以总
结，对不同文化背景以及跨国公司、各国企业中的人力资源管理问题进行探讨和研究。它是人力资源管理
学的扩展分支学科，是人力资源管理学与现代世界经济发展密切相联的结果，是人力资源管理学步入新世
纪的最新发展，是人力资源管理研究的新热点领域。
 The Development of HRM
人力资源管理的发展

Human resource management is an emerging discipline that was founded in the late 1970 s. The real
history of human resource management is very short, but the idea of personnel management has a long
history. In time, the Industrial Revolution that began in the late 18th century to the 1970 s was known as
the traditional stage of personnel management. Since the late 1970 s, personnel management has
gradually given way to human resource management.
人力资源管理是一门新兴的学科正是成立于 20 世纪 70 年代末。 真正的人力资源管理的历史很
短暂但人事管理的思想却源远流长。从时间上看从 18 世纪末开始的工业革命一直到 20 世纪 70 年代这一
时期被称为传统的人事管理阶段。从 20 世纪 70 年代末以来人事管理逐渐让位于人力资源管理。
 The Generation and Development of the Human Resource Concept
人力资源概念的产生及发展

The concept of "human resources" was proposed and clearly defined back in 1954 by Pedluck in his book "The
Practice of Management". After decades of theoretical and practical development, human resource management
continues to mature. People more discusses how HR management changes the role of the HR department to the
strategic partnership of enterprise management.With the rapid development of multinational corporations, human
resources management breaking through the boundaries of a country has developed to the stage of international
human resource management. International human resources management is the acquisition, allocation and effective
use of the international human resources of an enterprise.
“ 人力资源”这一概念早在 1954 年就由彼德•德鲁克在其著作《管理的实践》提出并加以明确界定。经过几十
年的理论和实践发展人力资源管理不断成熟。人们更多的探讨人力资源管理如何为企业的战略服务人力资源部门的角色
如何向企业管理的战略合作伙伴关系转变。在全球化成为不可逆转的世界潮流当今世界随着跨国公司的迅猛发展人力资
源管理突破一国的界限发展到了国际人力资源管理的阶段。国际人力资源管理就是在这一背景下结合各国不同的文化背
景和管理实践研究大到一国小到一个企业的国际人力资源获得、分配和有效使用的问题。
02 Issues in
Internati onal HRM
Reporter ： Niu Kuan
 I s s u e s i n i n t e r n a ti o n a l H R M
国际人力资源管理中的问题
　

The main problems in human resource management of multinational enterprises are as follows
1. Tense relationship between management and employees
2. Internal communication is not smooth
3. There are some difficulties in internal management

　 跨国企业人力资源管理中存在的问题主要有以下几个方面：

1. 管理阶层与员工关系紧张

2. 内部工作交流沟通不顺畅

3. 内部管理上存在一定难度
1 . T e n s e r e l a ti o n s h i p b e t w e e n m a n a g e m e n t a n d employees
管理阶层与员工关系紧张
　

The subordinate companies of multinational enterprises are all managed by their own national
staff, while the ordinary staff in the enterprises mostly recruit local staff. The culture of one's own
country has been deeply rooted in the hearts of managers and employees, so it is difficult to
completely change. Employees are difficult to adapt to foreign management in their work, and
even have serious rebellious psychology, which affects the normal operation of enterprises.

　 跨国企业下属公司都是由自己国家人员任职管理者，而企业内普通工作人员则多招聘当

地人员任职。自身国家的文化已经深入管理者与每位员工心中，很难彻底转变，员工在工作

中难以适应异国管理，甚至产生严重逆反心理，影响企业正常经营。
 2 . I n t e r n a l c o m m u n i c a ti o n i s n o t s m o o t h
内部工作交流沟通不顺畅

　
There is a big difference in language and writing, resulting in communication barriers in the
work of employees, and it is difficult to carry out enterprise activities efficiently. Due to the
communication problems between managers and employees, employees may misunderstand the
instructions issued by managers, or their understanding is not thorough. It is difficult for the
management to effectively implement the major decisions, and the implementation is poor, which
has an impact on the normal operation of the enterprise. The lack of cohesion within the
enterprise makes it difficult for the enterprise to form a unified development goal in transnational
operation.
　 在语言及文字上存在较大差别，造成员工在工作中存在沟通障碍，难以高效开展企业活
动。由于管理者与员工之间存在沟通问题，可能造成员工对管理者下达的指示理解失误，或
理解不透彻，管理阶层重大决策难以有效实施，落实情况差，对企业正常经营运行产生影响。
使得企业内部缺乏凝聚力，企业在跨国经营中难以形成统一发展目标。
3 . T h e r e a r e s o m e d i ffi c u l ti e s i n i n t e r n a l management
内部管理上存在一定难度

There are great cultural differences among employees in enterprises. The business cultural
　
environment of enterprises is more complex and diverse. It is very easy to produce cultural
barriers inside. There is a generation gap between employees and between employees and
managers. Compared with state-owned enterprises, it is more difficult to manage human
resources. Some multinational enterprises have not made rectification and revision according to
the actual situation of their employees, resulting in the gradual distance between the
management and the ordinary employees, which eventually makes it difficult for multinational
enterprises to operate overseas.

　 企业内部员工之间存在较大的文化差异，企业的经营文化环境更加复杂多样，极易在内

部产生文化壁垒，员工与员工之间、员工与管理者之间存在代沟，相对国企来说在人力资源

管理上更为困难。部分跨国企业并未针对企业员工实际情况进行整改和修订，造成管理阶层

和普通员工阶层之间渐行渐远，最终导致跨国企业难以在海外运行经营。
03 Management model
of  Internati onal HRM
Reporter ： Zheng Si
Ping
 T h e m a n a g e m e n t m o d e i n i n t e r n a ti o n a l H R M
国际人力资源管理中的管理模式
　

There are several modes of human resource management in multinational enterprises ：

1 、 Localization mode based on cost consideration
2 、 Global center model for strategic consideration
3 、 Regional center model based on regional cooperation
4 、 Ethnic centered model based on cultural consideration

　 跨国企业人力资源管理一般存在以下几种模式：
1 、基于成本考虑的本土化模式
2 、基于战略考虑的全球中心模式
3 、基于地区合作的地区中心模式
4 、基于文化考虑的民族中心模式
 1 、 L o c a l i z a ti o n m o d e b a s e d o n c o s t c o n s i d e r a ti o n
国际人力资源管理中的管理模式
　

Some multinational enterprises take the localization mode of senior management

personnel setting out of cost consideration, and the degree of localization of these
multinational enterprises is relatively high.
　
有些跨国企业出于成本考虑采取了本土化的高管人员设置模式，这些跨国企业的本土化
程度比较高。

2 、 Localizati on mode based on cost considerati on

基于战略考虑的全球中心模式
The global center model is to recruit and select employees around the world, meet the local
demand for senior executives, and train and equip talents around the world.
全球中心模式是在世界范围内招聘和选拔雇员，满足当地对高管人员的需求，同时在全
球范围内培养和配备人才。
 3 、 R e g i o n a l c e n t e r m o d e l b a s e d o n r e g i o n a l c o o p e r a ti o n
基于地区合作的地区中心模式
　

M & A enterprises follow the original mode of setting up senior executives of the parent company,
which is not completely localized.
　 并购企业沿用母公司原来的高管人员设置模式，没有完全本土化。

4 、 Ethnic centered model based on cultural

considerati on
基于文化考虑的民族中心模式
The nationality centered mode is that the management means and culture from the home country
dominate the operation of the subsidiary, and only the management personnel from the home country are
the first choice of the company's senior managers. The parent company strictly controls the employees of its
subsidiaries.
民族中心型的模式是由来自母国的管理手段与文化主宰子公司的运营，只有母国的管理人员才
是公司高级经理人员的首选。母公司对子公司员工严格控制。
04 meaning of
internati onal HRM
Reporter ： Cai Hong Sheng
 International human resource management is based on human resource management,
adding cross-cultural and international factors.
Refers to the worldwide, according to the requirement of the enterprise development
strategy, in a planned way to rational allocation of human resources, through to the enterprise
staff recruitment, training, use, evaluation, motivation, adjustment and a series of process,
arouse the enthusiasm of employees, play employees potential, create value for enterprises,
ensure enterprise strategic target realization.
　 国际人力资源管理是在人力资源管理学的基础上，加入跨文化跨国际的因素。
是指在全球范围内，根据企业发展战略的要求，有计划地对人力资源进行合理配置，通过
对企业中员工的招聘、培训、使用、考核、激励、调整等一系列过程，调动员工的积极性，发
挥员工的潜能，为企业创造价值，确保企业战略目标的实现。
 T h e m e a n i n g o f i n t e r n a ti o n a l H R M
　 国际人力资源管理的意义

International HRM is the process of managing people across international boundaries by

multinational companies. It involves the worldwide management of people, not just the management
of expatriates.
　
国际人力资源管理是跨国公司跨国界管理人员的过程。它涉及到全球范围内的人员管理，
而不仅仅是外派人员的管理。
 The functi on of internati o nal HRM
国际人力资源管理的功能

International human resource management has three main functions:

(1) Manage the human resources of global enterprises, especially the expatriation and repatriation
of employees;
(2) Adjust appropriate human resource management methods based on the company's strategy and
the political, economic and cultural environment of the1.country where the company is located;
(3) In each subsidiary, flexibly adopt labor relations that match the local needs

　 国际人力资源管理主要有三大功能：
　　 (1) 管理全球性企业的人力资源，特别是员工的外派和归国问题；
　　 (2) 以公司战略为指导，根据公司所在国的政治、经济和文化环境来调整合适的人力资源的管理方式；
　　 (3) 在每个子公司灵活采取和当地需求相匹配的劳工关系。
05
Internati onal HRM
Compensati on Policy

Reporter ： Li Ming Yue

 1.Compensati on Policy 薪酬政策
Incentive problem is the key to the healthy operation of the enterprise, has been attracted extensive
study of Chinese and western management experts.In the present stage of social development, people's
needs have become more and more diversified. After meeting the basic material needs, employees turn
to the pursuit of spiritual pleasure, the pursuit of work achievements and the realization of self-value.As a
result, the company's compensation plan must be closely related to the reality of employees and
motivate them in the way of maximizing utility as much as possible.
For multinational companies, the compensation design of their subsidiaries must be in line with the
strategic background of the company, and to some extent combine with the local reality, reflecting the
local cultural environment, economic level, public preference and so on.
　 激励问题是关系企业健康运营的关键问题，一直以来受到中西管理学家的广泛研究。社会发展到现今
的阶段，人们的需求也变得越来越多样化，员工在需要满足基本的物质层面上的需求后，更多地转向了追
求精神上的愉悦，追求工作的成就、实现自我的价值。这使得公司的薪酬计划必须紧密贴近员工的实际，
尽可能以效用最大化的方式去激励员工。
而对于跨国公司而言，其子公司的薪酬设计又必须在符合公司战略大背景的情况下，一定程度上与
当地实际相结合，反映出当地的文化环境、经济水平、大众偏好等。
 2.Set go als for the compensatio n pro gram
制定报酬方案的目标

On the one hand, multinational companies want to recruit the most capable employees. On the other hand,
they need to control costs to increase profits.Sometimes these two goals can not be combined, which requires
us to carefully examine the various components of expatriate compensation, to develop an optimal plan.
In addition to reward individual contribution to the company, pay plan can also play a role in the following four
aspects:
1)Personnel recruitment;
2)Personnel training;
3)Motivate the enthusiasm of employees;
4)Maintain a stable workforce.
　　一方面，跨国公司希望能招募到最有能力的雇员；另一方面，它们又要控制成本以增加盈利。有时这两个目
标不能兼得，这就需要我们仔细考察外派人员报酬的各个组成部分，制定一种最优化的方案。
　　除了奖励个人对公司的贡献以外，报酬计划还能在以下四个方面发挥作用：
　　（ 1 ）人员招聘；（ 2 ）人员培养；（ 3 ）调动员工的积极性；（ 4 ）维持员工队伍的稳定。
 3.Remuneration management of
overseas personnel 海外人员薪酬管理

salary structure

Basic salary Bonus overseas allowance Welfare Measures

基本工资 奖金 海外任职津贴 福利措施

Salary Payment Method 支付方式

Multinational companies usually pay overseas managers in a
comprehensive way, that is, they are paid separately in two or more currencies
in a certain proportion.
跨国公司对海外经理人员的报酬通常采用综合性的支付方式，即对其按一定比例用两种或两种以上的货币分别支付。
THANKS