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正如所描述的案例研究，三角洲数据公司是一个典型的跨国公司，它是在主要的编程和软件产品的高科技业务的组合。现在，它已经建立了一个存在于所有的金砖四国（巴西，俄罗斯，印度和中国）的国家，以及在尼日利亚和新加坡。更重要的是，企业全球化战略的成功实施必须得到一种能认识到有时有区别的企业文化的支持，但在每个国家都有微妙的文化差异。除了文化方面，政治，经济和法律环境也有很大的不同地点之间。这也导致了该公司的人力资源管理策略的特殊性质。同时，公司人力资源管理存在很多问题，尤其是在其国际化的管理者，如人才招聘问题、人才定位问题、人员结构问题（大部分管理者都是销售/营销背景，而男性年龄在34～52），以及系统的不足（没有标准的绩效考核机制）。要解决这些问题，迫切需要制定相应的人力资源管理战略，培养优秀的国际管理者，以应对全球化的挑战。As it described in the case study, the Delta Data Corp is a typical multinational company, and it is of a portfolio of hi tech businesses in predominantly programming and software products. And now it has established a presence in all of the BRIC (Brazil, Russia, India and China) countries, as well as in Nigeria and Singapore. Importantly, successful implementation of the corporate globalization strategy must be supported by an appropriate corporate culture which recognizes sometimes distinctive, but often subtle cultural differences in each country. Apart from cultural aspects, the political, economic and legal contexts also vary considerably between locations. These also led to the special nature of the company’s human resource management strategies. Meanwhile, there are many problems in the company's human resources management, especially in its international managers, such as the talent recruitment problems of the overseas subsidiaries, the talent localization issues, personnel structure issues (most of the managers are of the sales/marketing background, and are male aged between 34 – 52), and the deficiencies of the system (there are no standard performance evaluation mechanism). To solve these problems, it is urgent to develop appropriate human resources management strategy, to train outstanding international managers, in order to respond to the challenges of globalization. With the expansion of the scope of business and geographic distribution of dispersion, the effective control and coordination of the subsidiary, promoting mutual collaboration and integration between the parent company and each of its subsidiaries becomes the important issues and challenges of the multinational management in the process of seeking overall competitive advantage. As a core element of the multinational management, the global integration of human resources management between parent and subsidiary company in multinational human resource management has become a problem worthy of study in the field of international business management. As the international business and domestic environments that overseas investment of multinational companies is facing has become more complex. Business activities is affected by the operating units geographically decentralized, cultural and environmental differences, the global competition, the industry that multinational companies primarily involved in, multinational dependence on the domestic market of their home country, as well as the vision and attitude of senior managers, and many other important factors, there still exists considerable differences between the management and domestic human resource management. And to operate the human resources smoothly in the international process, the operation of the international human resource management and multinational public secretary strategy need to be fit flexibility. In the case study, it has mentioned the recruitment problems，i.e. the recruitment and placement of international personnel occurs at a very fast pace, as does ‘re-entry’ back into the host country. As for this problem, it is mainly reflected in the human resource selection and recruitment module and training and development module. .Most of the studies concluded that the selection and recruitment module in the global integration required a high degree of localization. With respect to training, performance appraisal, compensation allocation of human resource management functions, the selection and recruitment is of most local characteristics. Scholars think the main reason is as follows: In addition to the senior managers, the vast majority of the company's employees are from the local labor market recruitment, so the selection and recruitment policy must be adapt to the requirements of the local labor market ; a lot of transnational studies proposed that taking full account of the different factors of national culture and social behavior is a key determinant of the succession in the selection and recruitment of employees, which also proves from the other side that the selection and recruitment of employees needs to be more localized. To improve the company's talent recruitment strategies, the following proposals can be adopted: Change the international operations talent recruitment. From the perspective of staff competency, take consideration of the staff model, to optimize the talent indicators and focus on the evaluation results; Take multi-channel method of recruitment to attract high-quality personnel to meet the pace of development of multinational globalization; multinational companies should pay attention to the cultural integration between the talent and the enterprise, and emphasis on the cultural adaptability of the different groups of employees, in order to ensure the effectiveness of the recruitment. In summary, for the global integration of the selection and recruitment module, multinational parent company needs to take control over the appointment of senior managers, and to deliver advanced selection concepts and methods to the subsidiary, in addition, subsidiaries should be allowed to be localization in accordance with local conditions. In the development and training module, the development and training functions is also considered to require a certain amount of the localization. The reasons are as follows: due to the difference of the education system, the needs of training for staff that come from different countries are also different. As it is pointed out in the study, the different status and the level of work skills of the candidates is the key drivers for the company to implement localization strategy in the development and training; It is necessary to fully integrate the local scene In the design of training and development programs in order to ensure the effectiveness of training. It also illustrates the localized characteristics of the training and development. For the staff, the training project instills a common blueprint and value systems for the development. Encourage their employees to identify with global knowledge-sharing cultural, and guide overseas knowledge workers to deal with cultural conflicts, and guide local staff to improve their production skills and management skills, help to strengthen the awareness of the contribution of knowledge; it is conducive to the flow of knowledge and integration within the multinational companies. In the specific training the process of, the staff should be trained with the knowledge production and the tool to use the skills for knowledge sharing. We pay attention to the training of the knowledge innovation method for the staff. Different forms of training need to be adopted, such as technical training, management training, communication skills training, interpersonal skills training, language training, cross-cultural training and so on. Another problem mentioned in the case study is the deficiencies of the system and the imperfection of the performance evaluation mechanism (there are no standard performance evaluation mechanism. No appraisal or reviews exist for staff at this level of responsibility, except for ROCE (‘return on capital employed’) measures). Performance management is the main part of the human resource management. It is a kind of evaluation activities for employees in the company; it also can help employees to improve work capacity and strengthen their work willingness, and promote the continuous improvement of business performance. On the other hand, performance management is the premise and basis of the salary distribution and it is also an important basis for design and management of training and development system.The performance evaluation is the core point and main difficulty in the performance management. The fairness and guidance quality of the performance evaluation will have an indirect effect on the sharing, application and innovation of knowledge. As for this issue, multinational companies should, as far as possible, transfer the performance evaluation system to the various branches. The reasons are as follows: passing a standardized performance evaluation system can help the head company to complete the overall objective, and the monthly assessment of the performance of each segment will help to achieve the strategic control of the parent company to its subsidiaries and affiliates; corporate headquarters need to establish a set of comprehensive performance evaluation system, including evaluation methods, procedures and standards, so as to ensure that the performance evaluation process is fair and transparent. Therefore, the headquarters will have greater control right over the development of performance targets, performance standards, and the ensurance of the effective implementation of performance evaluation system. On the basis in the performance evaluation, the incentive mechanism also needs to be further consummated. One basic point of contemporary multinational human resource management is to focus on and strengthen the concept of people-oriented, further sublimation and improve incentive mechanism. The important task of human resource management is to achieve the effect of "Trinity", through incentive mechanism to attract, develop and retain talent, stimulate their initiative, creativity and enthusiasm, that is, by the design of appropriate forms of external reward and work environment of the organization, with certain behavioral norms and punitive measures, and the use of information communication, to inspire, guide and plan the behavior of members of the organization, so that we can reach the target of system activity of organizations and their members. Perfect incentive mechanism can play the role of "Trinity": to attract the best people to the company; develop the potential of employees, to give full play to the talent and wisdom; creating good environment for competition and retain talent. Comfortable working environment, attractive salary and good benefits provided by multinational companies are the basic guarantee to retain the talent. These measures can make employees have a sense of fairness, a sense of security, a sense of accomplishment. Panasonic welfare programs is consists of paid vacation, housing subsidies, study grants, medical and retirement protection scheme. In addition, the Panasonic not only establish a group life insurance, personal accident insurance plan for the employees, but also often organize tours to watch concerts and other leisure activities, so that employees can work in a relaxed, warm atmosphere, and enhance the cohesion of employees.#p#分页标题#e# The case study also mentioned the talent localization issues. The main measure to solve this problem is to achieve cultural integration. Cultural differences and differences in culture of human resources management issues have become the prominent problem that multinational is facing during its rapid development. In a multinational which its staff is from different countries of the world, the cultural background, cultural values, cultural practices, cultural attitudes and cultural ideas are quite different. In the recognition, understanding and respect of such cultural differences and diversity, multinational human resources management get to cultural exchange, cultural communication, cultural penetration and integration, to achieve the integration of cultural diversity. Further to achieve the innovation of internal culture and human resources management of multinational. In this way, it helps to eliminate barriers and obstacles between different cultures, to reduce or avoid the contradictions and conflicts between different cultures, the integration of the cultural values of the members in multinational companies, to enhance the centripetal force of the members of, to strengthen the cohesion of the entire multinational. The relatively stable collaboration or exchange relationship between internal multinational companies or external inter-enterprises make up a network, the individual is able to gain support from the network, resources also can flow mobility through the network. Some scholars believe that if the subsidiary has the same goals and values with the headquarters and other subsidiaries, the communication barriers between the members can be overcome. They are willing to share and exchange each other's experience and knowledge, and it is helpful the flow of knowledge between the subsidiary. Therefore, if the multinational companies and the members in the network have the same value, it is conducive for the knowledge to transfer between the subsidiaries. Multinational companies should have the ability of cross-cultural management, the ability of reshape the organizational culture and shared values as the core point, to develop appropriate management system, to choose the appropriate management techniques. |
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