外派中的投资回报率

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1、HRM386Return on investment of international assignmentsContentsAbstract- 3 -Introduction.- 3 -1. The cost of international assignments- 3-2. The gains of international assignments.- 6 -3. The analysis of Assignment success- 7 -3.1. The goals of Assignment- 8 -3.2. Personnel selection.- 8 -3.3. Perso

2、nnel Training.- 8 -3.4. Management expatriates.- 8 -3.5. Returned management- 8 -4. Expatriate Failure.- 9 - 4.1. The lack of effective training.- 9 -4.2. Guiding thought there is a deviation.- 10 -4.3. Management system is not sound.- 10 -4.4. Their own quality and family factors- 10 -Conclusion.-

3、11 -Reference.- 11 -Abstract：Along with the development of economic globalization, transnational companies appear new features, its human resources management strategic changes (highlights in the top managers), and one of them pay more and more attention to through the assignment to strengthen the m

4、anagement of the subsidiary of host or exercise the ability of ascension managers. In assignment mode, faced with different cultural background, work environment, human resources management the effect not beautiful, often appear assignment fail phenomenon. Multinational companies to succeed with glo

5、balization strategy management, human resources management is a key. Therefore, the multinational corporation assignment mode of the human resources of the risk to the sum up experience, in order to further strengthen the risk management, so as to achieve assignment human resources management, has t

6、he vital significance.Introduction:Measuring ROILack of centralized financial control system (or missing) and the insufficiency of software tools reported in the main challenge of measurement return on investment. Just over a quarter can provide a rough estimate of the interests of the influence of

7、international business plan or provide accurate data tax revenue generated.Consider beneficial elements calculation return on investment usually includes: the increase in business profits and revenue (60%), a pool of development, exquisite technology and experienced managers, the global culture and

8、ability (59%) and a foreigner whether meet the objective of the assignment (57%); Development of local capacity (56%) and increase market share master position (40%).1. The cost of international assignmentsThis is difficult, if you dont put the isolated the measured value point of view. You have to

9、put your company in an overall view said: John, head of foreign policy of employment and Andy service international the Hague shell in the Netherlands. First, the department of happened costs that do not get value. Costs are direct, value is derived for the long term. In addition, the cost is visibl

10、e, value is invisible. For example, a personal training, the general manager of a large European surgery, its the general practice development and distribution of the first people in a small company. Usually, the employee management company to collect his or her current work, although this is just p

11、art of the unit value. Value up to the companys other parts need to occupy.The first step is the key to assess and distribution value and costs. Secondly, HR must weigh the value and cost. But be careful. We are going to enter a the unknown. This process may take a conversion to support the efforts

12、of the combination, quantifiable data, technology and good, old-fashioned intuition and management experience.DateCost of life in the host countryRankingCost index number of life 2007 2006 citycountry 2007 2006 1 1 Moscow Russia134.4 123.9 2 5 London Britain126.3 110.6 3 2 Seoul Korea 122.4 121.7 4

13、3 Tokyo Japan 122.1 119.1 5 4 HongKong China119.4 116.3 6 8 Copenhagen Denmark110.2 101.1 7 7 GenevaSwitzerland109.8 103 8 6 OsakaJapan108.4 108.3 9 9 ZURICHSwitzerland 107.6 100.8 10 10 New YorkAmerica105.8 100 Expatriates are facing the principal and agent market uncertainty and risk, therefore, t

14、he host country of local market environment variables will inevitably become important influence factors of the agency cost.1. Because of the lack of local market knowledge agent host agency costs resulting from the marketing knowledge is the organization in a particular market management necessary

15、for success if not in time to host countries as soon as possible for the local market knowledge. Expatriates may be not familiar with the host country of the local markets and economic law environment. Dont adapt to local culture and lead to decision-making and management failure.2. Because of the l

16、ack of social network resources to support agent agency costs resulting from the host country government and multinational companies often for target produced the corresponding consistent to the multinational companies game. Through to the global network resources in order to realize the comprehensi

17、ve configuration global learning to promote the competitiveness of the organization is its development goals (economic goals); And for the host country for the government, through introducing foreign funds to alleviate the employment pressure. Improve its competitiveness is the political goals. And

18、there is this assignment could escalate conflicts. Make the agency cost increase.Like many state laws and regulations. Multinational company, overseas subsidiaries have to hire a certain number of the nationality law restricting employees this policy not only embodies in personnel allocation proport

19、ion. Also reflected in overseas subsidiaries of operation and management operation in addition. Many of the host countries and transnational companies for homeland of social economy culture difference. There may be strong host nation complex localization. This makes the multinational business increa

20、sed the difficulty for the response of the political demand homeland. And make full use of the host country of the local social network has become the assignment of obstacles.2. The gains of international assignmentsCalculating the return on investment for an international assignment in typical sign

21、ificance is no doubt difficult, because Attinelly points out, but not impossible. John suggested check what he said, the reason for the value drivers-send. First is management, or send the enterprise culture. 2 it is the transfer of technology, which involves the local state personnel teaching how t

22、o use new technology, and then leave it. The third is a skill shortage. Not enough drilling engineer in one country, for example. And the final assignment to the development of future employee development cadres who have the capacity to operate in a global business.Quantitative returns. Specify a am

23、ount of value, or to return to, from an international assignment is the biggest returns on-investment global challenge facing the company today. It is such a tough proposition because companies and advisers are still struggling to create system and standard process to assist the calculated value. (s

24、ee the technology work in the calculation of the return on investment is for a new page 17 in a joint effort to accomplish this.)Multinational company, overseas subsidiaries onsite mode embodies the parent company and the parent company of the occurs between personnel sent by a agent relationship. A

25、nd personnel than localization, onsite has the following earnings:1. Reducing the goals are not consistent and possible agency cost multinational company subsidiary role around are different. Bartlett & Ghoshal (1986) according to the strategic importance of the host country environment and the loca

26、l organization reaction ability of two variables subsidiary role will be divided into four classes: strategic leader, contributor, the hole and performer. Black holes are those that although type has important significance of the market up, but the ability of organization is not high subsidiary. Exe

27、cutives type are those organizations strain capability is not strong and its occupied market is not important subsidiary. Strategic leaders an organization type strain capacity and occupy a strategic important market, a subsidiary of the contributors to occupy an important type is not the market but

28、 have strong ability of organization of the subsidiary.2. Reduce the information asymmetry and because of the possible adverse selection and moral hazard. Arthur (1994) the study found that, the multinational company human resource management system can be divided into two categories: control type a

29、nd commitment type. Control model of the human resource management system is to through the staff compliance with requirements of the enterprise management system and rules and can be measured output according to reward employees methods to decrease the cost of improving efficiency or a purpose of t

30、he human resource management system type commitment is through strengthening employee and enterprise emotional ties between staff to achieve the independent behavior and enterprise goal of the high consistency of purpose. In the global environment, only depend upon the level management system to rea

31、lize the.Obviously, the international assignment of a growing todays enterprise part of growing up. 1996 global positioning trends survey foreign trade committee and internationals, are located in New York city, showed that 43% of the enterprise income resulting from the headquarters of the other co

32、untries. But, its not enough to review and cut spending, it is no longer a simple enough to guess the assignee achievements of the task at hand,. Todays HR managers face a much more complicated task: to determine whether can also have the positive international investment return homework return-on-i

33、nvestment (ROI).3. The analysis of Assignment successIn the Issues of effective Repatriation , the author mainly is aims at the back of the failure to explore, however expatriates failure and success is not only the stage returned, it involves assignment before, in and after three stages, any a new

34、problem exist during can lead to the failure of the assignment, so should view of system of management expatriates new problems, from the strategic point of view, expatriates strategic human resource management model . The model includes five main components of the:3.1. The goals of AssignmentIntern

35、ational work the first step in the process of strategic management is to establish the field mission of the specific goals. Field mission probably for many reasons, including business or market development; Information technology, the establishment of transfer or integration; Autonomous subsidiary m

36、anagement; Abroad and the coordination and integration of business; Temporary fill job openings; Developing local management talent.3.2. Personnel selectionThe purpose of the field mission was determined, for the task chosen a suitable process of employees began. Here want to notice a bit, organizat

37、ions and individuals must be clear about the purpose of the field mission and make their familiar with match. Field mission must be win-win for. As the task a precondition for success, should have a clear statement of the organizations and individuals can both the profits from the task. In addition,

38、 in staff selection when, want to notice to employees and evaluation of host families with the adaptability of the culture.3.3. Personnel TrainingSelected a staff to perform the task of overseas after, organization for the employees and their families and to provide the corresponding training. The t

39、raditional training only pay attention to foreign sent the training of the staff, and ignore other related personnel training.3.4. Management expatriatesMainly including four aspects, performance management, remuneration, employees and labor relations and development training. When employees are sen

40、t to the host country later, to their daily management and management personnel and domestic dont have a lot of different. Only need in applying the same general human resources management principles and practices besides, add some extra consideration.3.5. Returned managementInternational work manag

41、ement and the last of the new question is returned to the staff management. This may be the international human resources management are the most likely to be ignored one of the fields. However, it is really affect employees sent abroad to work overseas investment report of one of the most important

42、 factors.4. Expatriate FailureFrom the developed countries of the multinational business overseas practice, the cause of failure are the main reasons why manning the language differences of culture brings adaptability, in addition to the time limit, such as office work environment, expatriates flow

43、intend to, family factors, personal emotional maturity, local economic development level, related policy laws and regulations for reason. From our country enterprise multinational business practice, can generally be will be dispatched failure comes down to the following aspects:4.1. Expatriates fami

44、ly factorsExpatriates family factors because expatriates will in a long a period of time in foreign countries, so most employees sent abroad to assignment will family of nation, in developed countries are common. But in our country, because of the people of the local ideas are heavier and family of

45、the migration of phenomenon is not too common, majority is separation. That brings us family relations are not harmonious hidden trouble. Long-term two of space, not at the same time that both sides share the family burden, cause a partys overwhelmed, of a long time, which can cause each others comp

46、laints and dissatisfaction, relations between the two sides tend to be worse. And it is also the problem of children education. Due to different space the integrity by family, parents have a party in children cant grow up assume responsibility, for their childrens future development a bad influence.

47、 Influence of this kind is various, including character, behavior, values, etc. These problems can be sent the mood of the personnel of foreign affect, making them unable to focus on their work, thus affecting work performance.4.2. Guiding thought there is a deviation People usually think that, in t

48、he homeland performance outstanding staff, better qualified for the work of the host country, helped organize the complete. Therefore, the selection of expatriates standard more stress to the knowledge, skills and dominant capacity examination, and neglect the staff of potential mining. McClelland i

49、ceberg model tells us, examines the staff of competence, more is dig out its hidden in tip of the motivation, interest and hidden factors. This requires the multinational companies in selected expatriates, should be comprehensive measure, both must consider expatriates knowledge skill level, more wa

50、nt to consider to other countries of the above-mentioned expatriate staff work motivation, career planning, family support degree, the cultural adaptation ability, language skills and interpersonal skills, and many other factors.4.3. Management system is not sound Mercer human resource consulting th

51、e 2005 2006 international staff assignment survey shows: although 84% of the multinational company wide used short-term assignment way, but only 56% of the company made a expatriates management policy. To realize the standardization of the assignment, need to perfect expatriates management system. T

52、his requires the multinational company from the strategic planning start, extending to human resources management of each link, every detail to have the detailed operation guidelines and standardization of the operating rules. Such as quantitative personnel selection index system, scientific system

53、training system, and the competitive salary and welfare system, flexible performance management, employees career planning and make appropriate arrangements for the family.4.4. Their own quality and family factorsFamily support and adapt to the staff to work assignment is the powerful backing, its u

54、tility or even more than salary and welfare of the safeguard, the incentive effect. Expatriates technical level impeccable, but in whether in host countries to work and life, family support and so on whether there is uncertainty. In fact, because of the lack of language skills, will lead to expatria

55、tes lack of confidence, reduce performance. At this time, the family as a direct influence expatriates the enthusiasm of important role, if appear not harmonious, will further reduce the performance of the employee.ConclusionThere are also moderate scale effect assignment in globalization strategy a

56、nd localization under the influence of pressure. Assignment can reduce the information asymmetry and goals for not consistent possible adverse selection and moral hazard, and effectively reduces the agency cost, but also may be due to expatriates dont understand the host country culture and host nat

57、ion complex effects and improve the local agency cost. So. Although assignment failure rate is higher. But onsite still is a multinational company overseas subsidiaries personnel in the configuration of the configuration of one of the indispensable way and assignment is critical to the success of th

58、e assignment for to seek a modest scale balance point.And multinational company practice also confirmed that the different countries, different professions and different post onsite show different characteristics. From the host country attribute and see. In developing countries and regions, a subsid

59、iary of the degree is higher than in the developed countries overseas subsidiary; From multinational organization internationalization degree to see. In the global stage company tend to ignore nationality difference; From the profession attribute to see. A high degree of globalization of industry su

60、ch as computer, chemical, household electrical appliance, oil and gas industry and the higher percentage onsite: from the post level and see. Multinational company in senior management position of expatriates tend to use. So. From assignment influence the assignment moderate scale and expatriates co

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63、 from politicalphilosophyJ.Human Resource Management Review.Mel E. Schnake, Robert J. Williams,william Fredenberger. 2007,11(1).53-64,Relationships between frequency of use of career management practices and employee attitudes, intention to turnover,and job search behaviorJ. Journal of Organizational Culture, Communications and Conflict.12