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

the human resource management of multinational enterprises refers to the management of the recruitment, selection, training and development, performance evaluation and incentive remuneration of overseas staff by multinational enterprises. In fact, the basic framework of human resource management in multinational enterprises and domestic enterprises has not changed. For example, the basic contents of human resource management in domestic enterprises and multinational enterprises are all about the management of recruitment, training and development, performance evaluation and incentive compensation. However, in the process of managing these contents, the human resource management of multinational enterprises has its particularity. Only by clearly recognizing this particularity can the management be more targeted in the process of human resource management of multinational enterprises, thus promoting the effectiveness of management.

Compared with the human resource management of domestic enterprises, the human resource management of multinational enterprises mainly shows the following four characteristics:

1. Cross-cultural nature of human resource management In multinational enterprises, due to the different cultural backgrounds of members from different countries, there will be great differences in behavior, values and management ideals, and the existence of these differences often leads to contradictions and conflicts between managers, managers and employees, and employees and employees. Therefore, in the human resource management of transnational tourism enterprises, more attention is paid to the cross-cultural communication between employees. For the human resource managers of multinational enterprises, it is a necessary condition to clearly analyze the cultural differences in enterprises. Cultural differences within multinational enterprises are mainly manifested in the following aspects

(1) Differences in language and behavior, because people with different cultural backgrounds may have different meanings for the same symbol. As far as greeting is concerned, China people are used to using "Where are you going?" "Did you eat? ""Go to work? " Wait for the words to say hello. "Where are you going?" Such greetings will be regarded by Americans as an invasion of their personal privacy. Have you eaten yet? It seems to them as a hint to invite each other to dinner. People in China like to use personal language in greeting. In China culture, this is a way to show their concern for each other. Westerners, on the other hand, like to say hello with words that have nothing to do with individuals and will not cause trouble. Such as ",Hello! “”How are you?” Terms such as.

(2) Differences in values Values refer to people's views and evaluations of things. Take the differences in personal values between the United States and Japan as an example. In the United States, people think that individuals are the most important, and personal happiness is more valuable than group happiness. In Japan, people believe that individuals should obey collectives and organizations, emphasizing the importance of collectives and organizations. Take the differences in different countries' understanding of power as an example. Mexico, France, India, the Philippines and other countries have strict hierarchical concepts, which are manifested in the great emotional gap between managers and subordinates in enterprises, and the superiors have greater authority and are not easy to approach; On the contrary, in Austria, Israel and Denmark, people think that people are equal to each other, and the hierarchy is just different from their positions. In enterprises, the emotional gap between superiors and subordinates is small, and subordinates are easy to get close to and dare to refute their superiors.

(3) Differences in management ideas Different cultures produce different management ideas, and different management ideas make it difficult for employees to accept each other's policies and management models. Most western enterprises stress the idea of mutual benefit, efficiency, market and contingency, and attach importance to long-term behavior. In decision-making, western enterprises tend to make decentralized decisions with clear responsibilities and rights, and implement independent decisions and personal responsibility. On the contrary, China's state-owned enterprises are accustomed to collective decision-making. When making decisions, they often draw up very detailed plans, solicit opinions from many parties, make modifications and choices, and then formulate implementation procedures, detailed arrangements and plans for assessment. The managers of Japanese enterprises pay attention to authority and like to be arbitrary; The managers of American enterprises advocate democracy and encourage participation. Managers in developed countries advocate competition and widen the wage gap; Managers in developing countries emphasize stabilizing and narrowing the wage gap. Managers in developed countries pay attention to punctuality, urgency and interest relationship; Managers in many Asian countries have no sense of urgency and pay attention to interpersonal relationships. Managers in developed countries prefer high-risk and high-yield decision-making effects; Managers in developing countries are more conservative. Managers in Europe and the United States stress principles, but the superiors and subordinates are closely linked; Managers in some Asian countries talk about human feelings, but keep a certain distance from each other.

2. Diversity of ways to select managers For domestic enterprises, there are two main ways to select managers, namely, internal promotion and external recruitment. The ways of selecting and appointing managers should be broader and more complicated. The selection and appointment of managers by multinational enterprises is usually cross-border, and there are three main sources of managers: dispatching from home, selecting from citizens of the host country and hiring international full-time managers from third countries. Expatriate from home refers to the managers who have the nationality of the home country of the Chinese company and are sent overseas to work, also known as expatriates. For example, Siemens Germany hired German managers to send to its subsidiary in China. Selection from the citizens of the host country means that the local people selected by multinational companies in the host country are managers of overseas companies. For example, the British manager employed by the British subsidiary of Ford Motor Company in the United States. Hiring internationalized full-time managers from a third country refers to managers who have the nationality of a third country and specialize in the work of managers of multinational enterprises. For example, Lufthansa Germany employs an Austrian manager in Kempinski International Hotel in Beijing. Due to the diversity of ways for multinational enterprises to choose managers, managers of human resources in multinational enterprises should make correct decisions on how to choose managers in multinational enterprises. For the correctness of decision-making, we must have a clear understanding of the advantages and disadvantages of various ways to select managers in multinational enterprises. Only by mastering the advantages and disadvantages of various selection methods can we make correct decisions on the selection methods of managers in multinational enterprises. The following is an analysis of the advantages and disadvantages of the three approaches.

(1) Advantages and disadvantages of sending managers from home: Sending managers from home is beneficial to communication and control between parent company and overseas subsidiaries; It is conducive to keeping business secrets and protecting the proprietary technology of enterprises; Safeguard the interests of the parent company and reduce business risks. The management personnel sent by the country are familiar with the situation of the company in the home country, and are familiar with the policies, customary practices and personnel situation of the company in the home country; People in the home country can generally understand the global strategy of the whole company better. Disadvantages: the managers of the parent company are not familiar with the environment of the host country, and there are cultural, religious and conceptual differences with the host country, which affects the communication with employees; The management mode of the parent company may not adapt to the host country's enterprises, which is prone to contradictions and needs a long running-in period. In addition, sending managers abroad from home will increase the management cost of enterprises. Because sending a manager to take his family abroad costs about three times his basic salary every year. If expatriates return to China before their term of office is completed, it will not only increase the cost of the company, but also the cost of resettlement. And it will also cause a great blow to other employees. In addition, due to the unfinished tasks assigned to overseas personnel, it will also cause great economic losses to enterprises and delay business opportunities.

(2) Advantages and disadvantages of selecting managers from the host country: local people are familiar with the business structure, laws and people's habits. Therefore, it can avoid management problems and interpersonal communication obstacles caused by cultural differences; Conducive to communication with the host government, commerce, banking, taxation and other departments; Familiar with the local business environment and reduce decision-making mistakes; Comply with the policy of localization of host and government employees; It can greatly reduce the cost: on the one hand, it reduces or eliminates the cost of expatriate training and overseas allowances; On the other hand, the company can take advantage of the lower wage level in some host countries to attract high-quality talents by means higher than the local wage standard. Disadvantages: the managers of the host country will lack understanding and understanding of the global strategy of the parent company, which will make it difficult for the company to implement the global integration strategy; It is not conducive to the communication with the parent company and the control of the parent company over the subsidiary company; It is not conducive to the young managers in the headquarters of the company to work abroad to gain the necessary work experience and knowledge for transnational operations. Once the local managers are promoted to the highest position in the subsidiary, they can no longer be promoted, which often affects their morale. In addition, some host country personnel regard working in foreign companies as a kind of training, and once they gain experience, they will find another job.

(3) Advantages and disadvantages of employing international full-time managers from third countries: international professional managers generally have good professional and technical quality and international management experience; Relatively neutral, it is not easy to get involved in ethnic and religious contradictions in the host country. Disadvantages: the third-country manager candidate recruited by the parent company reduces the autonomy of personnel management of overseas subsidiaries to some extent; If the host country has local employees, it will easily lead to exclusion. In addition, managers from third countries are paid very high salaries, which will make managers in their own countries and host countries dissatisfied. Moreover, the transfer of managers and their families between different countries has also caused an increase in costs.

The above three ways to select managers of overseas subsidiaries of multinational enterprises have their own advantages and disadvantages. Therefore, human resource management of multinational enterprises is faced with the problem of how to make a decision on the selection way. Scholars in western countries believe that multinational companies should formulate personnel policies according to the different development stages of international operations:

(1) the stage of domestic production and foreign sales of multinational companies. At this time, enterprises mainly export products, so it is extremely important to understand and master the market information and marketing methods of the host country. Hiring host country personnel is beneficial to marketing.

(2) local sales stage of foreign production. International enterprises begin to shift their production overseas. Due to the lack of specialized management talents and experience, enterprises in the host country will generally hire the staff of the parent company or the citizens of a third country as the management personnel of their subsidiaries.

3. The difference of comprehensive human resource management mode leads to the different methods of personnel recruitment, salary and performance evaluation in multinational enterprises. These differences are related to whether employees of multinational enterprises can accept them. For example, the characteristics of American human resource management model are the market-oriented allocation of human resources and the market-oriented mechanism for determining the wage and price level of human resources. In other words, if an enterprise wants to employ people, it will have corresponding personnel for you to choose as long as it publishes the demand information in the labor market; The salary of employees is determined through the negotiation between employers and employees. In the United States, employees can accept the reality of being fired, but they can't accept a salary cut. Because lowering wages means a decline in ability, and then going to a new work unit will be misunderstood by others. In Japan, however, it is not the case, and workers who change frequently will be discriminated against. Therefore, in Japan, even if the enterprise is in an extraordinary period, employees rarely resign. As a company, employees are rarely dismissed. For another example, in terms of employee salary, the concept of getting paid by the hour is very weak in Mexico, and Mexicans receive salary according to the annual 365; In Austria and Brazil, employees will automatically take 3 days paid vacation after working for one year.