What are the characteristics of human resource management in multinational enterprises?

Characteristics of human resource management in multinational enterprises;

1, regarding talents as the first factor.

Compared with traditional personnel management, human resource management is more strategic. Thomas peters, a famous American scholar, believes that the only real resource of an enterprise or a cause is people, and management is to fully develop human resources to do a good job. In the United States, the vice president of personnel of enterprise companies has become an important member of the decision-making team, which shows that American enterprises attach importance to talent and human resource management.

2. Cultivate high-quality managers.

Managers engaged in transnational business activities, due to the particularity of their business environment and management environment, require them to have higher comprehensive quality and working ability, including the following aspects: mastering transnational business knowledge and implementing transnational business; Integrate the management ability of different cultures; Cooperation ability and team spirit.

3. Create a good corporate culture atmosphere.

The famous Apple Computer Company believes that in order to develop everyone's intellectual resources, the corporate culture of "everyone participates" enables the company to continuously develop new products with sensational effects. LBM thinks that responsibility and power are twin brothers. To make employees responsible for their work, we must respect and trust people and give them practical autonomy. Competition produces benefits, results and talents, but the purpose of competition is not to destroy opponents, but to make all parties involved work harder.

4. Pay attention to vocational skills training.

In the employee training program, Ford Motor Company of the United States sends potential management employees to senior managers and supervisors for at least 8 weeks. The purpose is to let them, as industrial and commercial leaders, have a comprehensive understanding of the challengers they often encounter, especially the resource allocation decision when unexpected events conflict with long-term goals, and master the skills and overall view of cross-departmental problem handling in a short time.

Germany also attaches great importance to the training of technicians. There are large-scale quasi-college technical schools run by the state, technical schools run by large enterprises themselves, and comprehensive technical schools run by private enterprises.

5. Establish a perfect incentive mechanism.

In order to stimulate the initiative and creativity of employees, well-known multinational companies usually adopt material incentives and spiritual incentives. In the United States, the personnel department of enterprises can strengthen the motivation of employees by constantly improving and perfecting wages and benefits. The wages paid by enterprises to employees are not fixed, but change year by year; If the work is good, the increase will be large, otherwise the increase will be small; The higher you go, the greater the increase; If you reach the upper limit, you need to be promoted before you can increase your capital, which can motivate employees to constantly challenge the high position.

Extended data

The human resource management of multinational enterprises generally has the following modes:

1, localization mode based on cost considerations

Some multinational companies have adopted the localization model of executives for cost reasons, and these multinational companies have a high degree of localization. For example, the Unilever company under study follows the local human resource management habits of China subsidiary in the setting of senior managers. The company mainly employs or selects China people as senior managers, and 60% of the senior managers are China people.

2. The global center model based on strategic considerations.

For strategic reasons, Coca-Cola Company adopted the strategy of global center in China, and the senior managers of all departments basically came from all over the world. Coca-Cola Company's global center model is to recruit and select employees worldwide, meet the local demand for executives, and train and equip talents globally.

3. Regional center model based on regional cooperation.

M&A enterprises have followed the original mode of setting up senior managers in the parent company, but they are not completely localized. In March 2000, Danone Group of France acquired 54.2% shares of Robust. The newly acquired Robust company's senior management position in China follows the original home country model-it is set from the whole East Asia region according to the regional equipment.

It is made up of people from Hongkong, Taiwan Province, Malaysia, Singapore and India, and the senior management of China subsidiary can also serve the whole East Asia. The flow of managers of subsidiaries in this region can strengthen the cooperation of subsidiaries in this region, which is conducive to the gradual transition to the global center human resource management model.

4. The ethnocentric model based on cultural considerations.

Ethnocentrism mode is the management means from the home country and the operation of the cultural dominant subsidiary, and only the managers from the home country are the first choice of the company's top managers. The parent company strictly controls the employees of its subsidiaries. The key positions (such as president and chief financial officer) of China subsidiary are directly dispatched by the parent company. The senior managers employed in China are limited to the human resources and information service departments, while the employees in China are generally engaged in auxiliary or auxiliary work. The evaluation and promotion of employees also adopt the home country standard.

People's Network —— the way of employing people (management mode) of well-known multinational companies