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论文编号：	12155
作者编号：	2320180368
上传时间：	2020/12/14 11:34:01
中文题目：	R公司海外派遣员工管理问题及其对策研究
英文题目：	The Problems and Countermeasures in the Management of Overseas Dispatched Employees of R Company
指导老师：	崔勋教授
中文关键字：	海外派遣员工管理 组织支持 跨文化适应 人才本土化
英文关键字：	Management of Overseas Dispatched Employees ;Organizational Support; Cross-cultural Adaptation ;Staff Localization;
中文摘要：	自上世纪80年代以来，全球网络、通信、交通等相关科技飞速发展，国际沟通成本大幅降低而效率则迅速提升。欧盟、WTO的建立，一带一路政策的实施不但加快了区域经济一体化进程也加剧了日益激烈的国际竞争。各类资源、科学技术、金融资本随着市场的需求不断进行配置和重组，国家之间的经济依赖程度提高，商机也随之涌现。反观国内，党中央在2000年提出实施“走出去”战略，此后党的十六大以后的历届全会、国家《十五计划纲要》中均明确“走出去”战略是改革开放新阶段的重大举措，鼓励和支持中国企业发展国际化经营，参与国际化竞争，促进国际经济技术合作。与此同时，随着经济全球化的趋势不断增强，中国也处在由“世界工厂”逐渐转变为“世界市场”的经济结构变革当中。近年来，中国劳动力成本不断攀升，社会的老龄化发展态势都使得劳动力逐渐变为高成本的社会资源。国外面向劳动密集型企业逐步向印度、菲律宾、越南等国家转移，中国则逐步向科技型技术性即向高增值区域的产业链转变，在国际竞争与合作中尝试获取更大的市场份额并提高技术开发能力。近年来中国国力大幅提升，经济实力和市场竞争力不断增强，这为中国企业向海外投资发展奠定了经济基础，同时中国宏观经济持续良性运行，高额外汇储备、人民币汇率持续升值也为企业海外拓展提供了保障。由此可见，无论是开拓新兴市场，优化中国企业的产业结构，加速技术发展，获取经济资源还是参与国际市场竞争，发展外拓型经济突破贸易壁垒，“走出去”战略都是符合我国经济发展现状的重要指导方向。 在这个大环境下孕育产生的中国跨国公司，就是以全球战略和集中管理为核心，以国际市场为导向，通过企业资本的跨国输出、内部运营体系的构建、人力资源的重组以及产品或服务的重新定位等方面增强市场竞争力和环境适应力，实现其企业国际化战略，分散风险稳步提升收益的同时增强企业机动性。人力资源在这个过程中作为知识技术的载体，不但是企业国际化战略的核心之一，也决定着企业国际化战略的成败，因此针对国际化进程中人力资源管理的研究，具有非常重要的现实意义。 作为本文案例来源的R公司，其母公司RF集团拥有大量向发达国家设立分支机构并派遣员工的成功经验，但R公司并未按照母公司的传统发展模式进行海外拓展，而是另辟蹊径，顺应国家政策导向，尝试在经济欠发达地区设立分支机构并进行全新项目的运作，搭建起带有自身管理风格和创新式经营模式的子公司，以期开发新蓝海市场。文中以R公司在非洲德班设立的以进口汽车为主营方向的办事处和在塔吉克斯坦杜尚别设立的以大宗农产品冷链贸易交易平台为主营业务的子公司为案例，通过文献研究，了解人员外派所面临的复杂性和特殊性，结合对两处海外派遣员工的调查问卷统计，总结出导致两处外设机构离职率高、机构效能低下以及机构成本增高的原因。以组织层面为核心，结合个人特性和跨文化适应问题进行了成因分析，包括组织对海外派遣员工的选拔和回任体系不完善、应对跨文化冲突问题的欠缺与不足、员工薪酬福利体系及生活方面的支持不到位等原因。虽然人员海外派遣能够拓展员工的国际化视野，增加员工收入，提升员工职业生涯竞争力，但由于宗教信仰、文化习俗的不同，导致工作和生活当中遭遇到各类适应性问题。语言不同导致的沟通障碍，气候环境和医疗设施落后导致的健康问题都让员工感受到很大的心理压力。加之部分工作可能会接触到基础设施建设落后地区，工作环境恶劣甚至部分国家地区政治、社会环境都不稳定引起的安全顾虑，长期与家人分离的现状致使海外派遣员工的压力远远高于国内员工。在这种情况下，如果公司不能及时疏导员工压力，给予适度的政策制度、文化关怀、薪酬激励等各方面的支持，都会催化员工的负面情绪，产生效率较低、消极怠工甚至更严重的后果。如果放任类似状况频繁发生，将会影响到R公司的海外拓展战略，甚至导致外派项目失利，海外拓展战略失败。据调查统计，一个错误的国际人事决策的成本高达200000~1200000美元。实际数据可能要比这一数据高得多，因为这一估值只包括了与重置、薪酬和任职结束方面相关的可见成本，而大量不可见的隐形成本，比如企业战略的失败，公司名誉的毁损，与东道国的消费者、供应商和政府之间关系的不稳定等成本都无法反应出来。可见成本和隐形成本的综合是相当可观的，其对公司造成的负面影响不可估量。 因此，针对R公司外设机构的现状，针对海外派遣员工管理尝试提出了五点改善对策。首先要加强海外派遣员工的职业生涯管理、增加回任管理规划并以组织支持的方式来缓解员工个体与工作、工作与家庭之间的冲突，其次要优化海外派遣员工的招聘与选拔并提升跨文化培训的周期和强度以及方式，最后要对海外派遣员工也施行适合的、有针对性的绩效考核并且改进海外派遣人员的薪酬体系，包括根据对薪酬影响因素的考虑增加薪酬体系的组成部分并且将目前使用的固定薪酬法变更为资产负债表平衡法。同时提出了以渐进式人才本土化作为R公司外设机构未来人力规划的建议。希望本文的研究能够为同质企业提供一些参考，使企业的国际人力资源管理在质量、结构、整合等方面契合并且促进企业国际发展战略的成功。
英文摘要：	Since the 1980s, the global network, communications, transportation and other related technologies have developed rapidly, international communication costs have been greatly reduced and efficiency has been rapidly improved. European Union, WTO, the implementation of Belt and Road policy not only accelerated the process of regional economic integration, but also intensified the increasingly fierce international competition. All kinds of resources, science and technology, financial capital are constantly allocated and reorganized with the demand of the market..The degree of economic dependence between countries has increased, and business opportunities have also emerged. On the other hand, the CPC Central Committee put forward the strategy of "going out" in 2000 in China. After that, all the plenary sessions after the 16th National Congress of the CPC and the outline of the 15th National Plan have made it clear that the strategy of "going out" is a major measure in the new stage of reform and opening up. At the same time, with the increasing trend of economic globalization, China is also in the process of economic structural transformation from "world factory" to "world market" gradually.In recent years, China's labor costs are rising, and the aging development of society has made the labor force gradually become a high-cost social resource. Foreign labor-intensive enterprises are gradually transferred to India, the Philippines, Vietnam and other countries, while China is gradually shifting to a technology-based industrial chain that is a high-value-added region. In international competition and cooperation, we try to obtain greater market share and improve the ability of technology development. In recent years, China's national strength has been greatly improved, and its economic strength and market competitiveness have been continuously enhanced, which has laid the economic foundation for the development of Chinese enterprises' overseas investment, while China's macro economy has continued to run healthily. High foreign exchange reserves and continued appreciation of the RMB exchange rate also provide protection for overseas expansion. It can be seen that whether it is to open up emerging markets, optimize the industrial structure of Chinese enterprises, accelerate technological development, obtain economic resources or participate in international market competition, and develop outreach economies to break through trade barriers, The strategy of “going out” is an important guiding direction in line with the present situation of China's economic development. In this environment, the Chinese multinational corporations are the core of global strategy and centralized management, oriented by international market, to enhance market competitiveness and environmental adaptability through the transnational export of enterprise capital, the construction of internal operation system, the reorganization of human resources and the position of products or services. As the carrier of knowledge technology in this process, human resources is not only one of the core of enterprise internationalization strategy, but also determines the success or failure of enterprise internationalization strategy. It has very important practical significance. The parent company RF group, which is the source of this case, has a lot of successful experience in setting up branches and sending employees to developed countries. However, R company does not expand overseas according to the traditional development mode of parent company, but tries to set up branches and new projects in underdeveloped areas to develop new blue sea market. Based on the case study of the office of R company in Durban, Africa, which mainly focuses on imported cars and the subsidiary company in Dushanbe, Tajikistan, which mainly focuses on the cold chain trading platform for bulk agricultural products, this paper summarizes the reasons for the high turnover rate, the low efficiency and the high cost of the two branches.Taking the organizational level as the core, this paper analyzes the causes of personal characteristics and cross-cultural adaptation, including the imperfect selection and return system of overseas dispatched employees, the lack and deficiency of dealing with cross-cultural conflicts, and the lack of support in the compensation and welfare system and employees. Although the overseas dispatch of personnel can expand the international vision of employees, increase their income and enhance their career competitiveness, due to different religious beliefs and cultural customs, they encounter various adaptive problems in their work and life. Communication barriers caused by different languages, health problems caused by poor climate and medical facilities all make employees feel great pressure. In addition, some of the work may be exposed to the security concerns caused by the poor infrastructure construction, the poor working environment and even the unstable political and social environment in some countries, and the long-term separation from the family makes the pressure of sending overseas staff far higher than that of domestic employees.In this case, if the company can not relieve the pressure of employees in time, give appropriate policy system, cultural care, salary incentives and other aspects of support, will catalyze the negative emotions of employees, resulting in lower efficiency, negative idle or even more serious consequences. If similar situations occur frequently, it will affect R company's overseas expansion strategy, even lead to the failure of overseas projects and overseas expansion strategy. According to the survey, the cost of a wrong international personnel decision is as high as 200000~1200000 dollars. The actual data may be much higher than this, since the valuation includes only visible costs associated with replacement, compensation and end-of-service, and a large number of invisible costs, such as corporate strategy failures, corporate reputation damage, and unstable relationships with consumers, suppliers and governments in the host country, can not be reflected. The combination of visible cost and invisible cost is considerable, and the negative impact on the company is incalculable. As a result, in view of the current situation of R company's peripheral organizations, this paper puts forward five improvement countermeasures for overseas dispatch staff management. Firstly, it is necessary to strengthen the career management of overseas dispatched staff, increase the return management plan and reduce the conflict between individual employees and work, work and family by organizational support. Secondly, it is necessary to optimize the recruitment and selection of overseas dispatched staff and enhance the cycle and intensity of cross-cultural training. Finally, it is necessary to implement appropriate and targeted performance appraisal for overseas dispatched staff and improve the compensation system of overseas dispatched staff, including increasing the components of the compensation system based on the consideration of salary impact factors and changing the current fixed compensation method to the balance sheet method. At the same time, the author puts forward some suggestions to take the gradual localization of talents as the future manpower planning of R company's future organizations. It is hoped that the research in this paper can provide some reference for homogeneous enterprises, make the international human resource management of enterprises fit in the quality, structure, integration and so on, and promote the success of the international development strategy of enterprises.
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