探析跨国企业外派人员管理
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摘要
跨国企业站在经济全球化浪潮的浪尖上，积极带动着经济全球化的发展。高效的国际人力资源管理已经成为跨国企业核心竞争力的重要组成部分，外派人员管理是国际人力资源管理中至关重要的一个环节。伴随着全球经济一体化的日益深化，我国许多大型企业纷纷走出国门，加入到跨国企业的行列。但是外派人员的派遣过程，并不是一帆风顺的。大多数跨国企业外派效果不尽人意，普遍存在的问题是外派失败率高、外派人员绩效低和归国人员流失率高。
目前中国的跨国企业处在蓬勃发展阶段，但大多数中国跨国企业尚未建立系统全面的外派人员管理体系。基于此，本文拟从国际人力资源选择和开发的角度，借鉴学者研究成果和跨国企业成功的海外派遣经验，建立跨国企业员工外派管理模型并且尝试将此模型应用于外派人员管理的三阶段(外派前－外派期间－任满后)，结合具体案例系统分析，希望此研究可以帮助中国跨国企业较深刻的了解外派人员管理，从而进一步提高企业国际人力资源管理水平。
通过本文研究得出如下基本结论：企业的外派战略思想、外派制度、环境因素、家庭因素和文化冲击等是影响跨国企业海外派遣成败的主要因素，并且作用于外派人员管理外派前－外派期间－任满归国三阶段的各个子环节；系统的外派人员管理可以确保海外派遣的成功率，实现企业的战略目标，从而提升企业核心竞争力。
Efficient and Effective international human resource management (IHRM) has become an important part of core competitiveness for multinational enterprises and expatriate management has grown in importance as the number of multinational companies has grown significantly since the 1970s and plays a crucial role in IHRM. With the development of globalization, more and more Chinese companies become the multinational enterprises, and meet the big challenges of expatriate management. However, most companies have got anemic returns on their expatriate investment. The high expatriate failure has brought about the great direct and indirect loss for the multinational enterprises. At present, the expatriate management of Chinese multinational enterprises is still at the beginning stage and faces many potential problems.
Given the above situation, in the perspective of international human resource management, while studying the research and practice on expatriate management in the developed countries, as well as specific cases, this paper builds up an expatriate management model and applies this model into the three stages of expatriate management process (the period of pre-departure, the period of expatriation, and the period of repatriation), in order to carry out a comprehensive and systematic research on expatriate management in multinational enterprises and give some constructive suggestion on expatriate management for Chinese multinational enterprises. It's concluded that expatriate strategy, expatriate system, environmental factor, family issue and culture shock would mainly affect the expatriate success and applies into the three stages of expatriate management process; efficient and comprehensive expatriate management will help enterprises achieve expatriate success, realize their strategic goals and improve their core competitiveness.
目前中国的跨国企业处在蓬勃发展阶段，但大多数中国跨国企业尚未建立系统全面的外派人员管理体系。基于此，本文拟从国际人力资源选择和开发的角度，借鉴学者研究成果和跨国企业成功的海外派遣经验，建立跨国企业员工外派管理模型并且尝试将此模型应用于外派人员管理的三阶段(外派前－外派期间－任满后)，结合具体案例系统分析，希望此研究可以帮助中国跨国企业较深刻的了解外派人员管理，从而进一步提高企业国际人力资源管理水平。
通过本文研究得出如下基本结论：企业的外派战略思想、外派制度、环境因素、家庭因素和文化冲击等是影响跨国企业海外派遣成败的主要因素，并且作用于外派人员管理外派前－外派期间－任满归国三阶段的各个子环节；系统的外派人员管理可以确保海外派遣的成功率，实现企业的战略目标，从而提升企业核心竞争力。
Efficient and Effective international human resource management (IHRM) has become an important part of core competitiveness for multinational enterprises and expatriate management has grown in importance as the number of multinational companies has grown significantly since the 1970s and plays a crucial role in IHRM. With the development of globalization, more and more Chinese companies become the multinational enterprises, and meet the big challenges of expatriate management. However, most companies have got anemic returns on their expatriate investment. The high expatriate failure has brought about the great direct and indirect loss for the multinational enterprises. At present, the expatriate management of Chinese multinational enterprises is still at the beginning stage and faces many potential problems.
Given the above situation, in the perspective of international human resource management, while studying the research and practice on expatriate management in the developed countries, as well as specific cases, this paper builds up an expatriate management model and applies this model into the three stages of expatriate management process (the period of pre-departure, the period of expatriation, and the period of repatriation), in order to carry out a comprehensive and systematic research on expatriate management in multinational enterprises and give some constructive suggestion on expatriate management for Chinese multinational enterprises. It's concluded that expatriate strategy, expatriate system, environmental factor, family issue and culture shock would mainly affect the expatriate success and applies into the three stages of expatriate management process; efficient and comprehensive expatriate management will help enterprises achieve expatriate success, realize their strategic goals and improve their core competitiveness.
引文
1 Vernon，Raymond．Antitrust and international business[J]．Harvard Business Review,1968，46(5)：78-87
2 Contractor,F．J．，Lorange，P．．Competition vs．Cooperation：A Benefit／Cost Framework for Choosing Between Fully-owned Investments and Cooperative Relationships[J]．Management International Review,1988，28(4)：5—18
1 陈晓萍．跨文化管理理论和实践．http：／／blog．chinahrd．net／blogs／chenxiaoping／，2007-02-13
1 Reynolds，Expatriate Compensation in Historical Perspective[J]．Journal of World Business，1997，32(2)：127
[1]刘欣．TNC的成功外派．中国人力资源开发，2000，5．
[2]邱立成和成泽宇．跨国公司外派人员管理．南开管理评论，1999，5．
[3]郭惠容．美国跨国公司外派人员管理及其启示．商业研究，2000，11．
[4]朱荣华．对提高跨国公司海外派遣成功率的探讨．黑龙江对外经贸，2003，4
[5]王玫．简析跨国公司的海外派遣．重庆职业技术学院学报，2006，5．
[6]刘帮成．企业国际化的HRM．中国人力资源开发，2001，2．
[7]史惠华．国际企业对外派经理“移情度”的控制．云南财贸学院学报，2006，1．
[8]陈霞等．外派人员的绩效评估．科学学与科学技术管理，2001，10．
[9]梁镇等．跨国经营企业外派经理的选择(上)．中国人力资源开发，2005，1．
[10]梁镇等．跨国经营企业外派经理的选择(下)．中国人力资源开发，2005，2．
[11]李华．外派人员跨国公司专业化管理的核心环节．国际经济合作，2004，12．
[12]王朝晖．跨国公司人员外派与人才本土化的比较研究．国际经济合作，2006，6．
[13]张四龙等．试论跨国公司海外经理人的选聘与培养．技术经济，2001，4．
[14]赵丽君和赵晓东．跨文化背景下国际企业人力资源管理研究．价值工程，2006，2．
[15]赵景华．跨国公司在华子公司战略研究[M]．北京：经济管理出版社，2002，8：7-8
[16]廖泉文．人力资派管理[M]．北京：高等教育出版社，2003
[17]赵曙明．人力资源管理研究[M]．北京：中国人民大学出版社，2001，3：264—275
[18]周晓虹．现代社会心理学[M]．上海：上海人民出版社，1997：18-58
[19]陈加洲，凌文拴，方俐洛．组织中的心理契约．管理科学学报，2001，4(2)：74-78
[20]李鸿波．跨国公司外派人力资源管理研究：：[博士学位论文]．福建：厦门大学，2004
[21]陈耀恒．跨国公司外派策略与驻外人员管理研究：[硕士学位论文]．上海：复旦大学，2006
[22]陈晓萍．跨文化管理理论和实践．http：／／blog．chinahrd．net／blogs／cbenxiaoping／,2007年2月13日
[23]Harzing，A．& Ruysseveldt，V．J．International Human Resource Management．London：Sage Publications，2004．
[24]Harris，H．，Brewster,C．，& Sparrow,P．International Human Resource Management．London：Chartered Institute of Personnel and Development，2004．
[25]Olson，D．H．，Russell，C．S．and Sprenkle，D．H．Circumflex Model of Marital and Family Systems．Family Studies Review Yearbook，1984，(2)：59—74．
[26]Oberg，K．Culture Shock：Adjustments to New Cultural Environments．Practical Anthropology,1960，(4)：177—182．
[27]Michael Harvey and Milorad M．Novicevic．Selecting expatriates for increasingly complex global assignment．Career Development International，2001，2．
[28] Ugur Yavas and Muzaffer Bodur. Satisfaction among expatriate managers: correlates and consequences. Career Development International, 1999, 4.
[29] J Stewart Black and Hal B Gregersen. The right way to manage expats. Harvard Business Review, Boston, Mar/Apr, 1999.
[30] Carol Yeh-Yun Lin and Yu-Chen Wei. An eastern and SME version of expatriate management: an empirical study of small and medium enterprise in Taiwan. The International Journal of Human Resource Management, 2005, 8.
[31] Peter Enderwick and Delina Hodgson. Expatriate management practices of New Zealand business. The International Journal of Human Resource Management, 1993, 5.
[32] Leiba-O'Sullivan, Sharon. The Distinction between Stable and Dynamic Cross-Cultural Competencies: Implications for Expatriate Trainability. Journal of International Business Studies, 1999 (30): 709-25.
[33] Bruce W. Stening. Expatriate management: lessons from the British in India. The International Journal of Human Resource Management, 1994, 5.
[34] Jie Shen and Vincent Edwards. Recruitment and selection in Chinese MNEs. The International Journal of Human Resource Management, 2004 (8): 814-835.
[35] Paul M. Caligiuri. The big five personality characteristics as predictors of expatriate's desire to terminate the assignment and supervisor-rated performance. Personnel Psychology, 2000.
[36] Anne-Wil K. Harzing. The persistent myth of high expatriate failure rates. The International Journal of Human Resource Management, 1995, 5.
[37] Dowing, P.J., Schuler, R.S. and Welch, D. (1994) International Dimensions of HRM, 2~(nd) ed. Belmont, CA: Wadsworth.
[38] Dowing, P.J., Schuler, R.S. and Welch, D. (1994) International Human Resource Management: Managing People in a Multinational Context. Cincinnati, OH: South-Western College Publishing.
[39] Goodall, K. and Warner, M. Human Resources in Sino-Foreign Joint Ventures: Selected Case Studies in Shanghai Compared with Beijing. International Journal of Human Resource Management, 1997, 8 (5) : 569-593.
[40] Goodall, K. and Warner, M. Enterprise Reform, Labor-Management Relations and Human Resource Management in a Multinational Context. International Studies of Management and Organization, 1999, 29 (3) : 21-36.
[41] Gregersen, H.B and Black, J.S. A Multifaceted Approach to Expatriate Retention in International Assignments. Group and Organization Studies, 1990, 15 (4) : 49-53.
[42] Howard, C.G. How Best to Integrate Expatriate Managers in the Domestic Organization. Personnel Administrator, 1982, 27 (7) : 27-33.
[43] Jackson, S. and Schuler, R. Understanding Human Resource Management in the Context of Organizations and Environments. Annual Review of Psychology, 1995 (46) : 237-264.
[44] Kobrin, S.J. Expatriate Reduction and Strategic Control in American Multinational Operations. Behavior, 1988,27(1) : 411-432.
[45] Anderson, Barbara A. Expatriate selection: good management or good luck? International Journal of Human Resource Management, 2005,4: 567-583.
[46] Caligiuri, Paula M and Stroh, Linda K. Multinational corporation management strategies and international human resource practices: bringing IHRM to the bottom line. International Journal of Human Resource Management, 1995, 9: 494-507.
[47] Molnar, David E. and Loewe, G. Michael, HR Focus, 1997, 5:11-12
[48] Mayerhofer Helenel, Hartmann Linley C, Michelitsch-Riedl Gabrielal, Kollinger Iris1, Flexpatriate assignments: a neglected issue in global staffing. International Journal of Human Resource Management, Dec2004, Vol. 15 Issue 8: p1371-1389,19p.
[49] Welch Denice, Determinants of international human resources management approaches and activities: a suggested framework. Journal of Management Studies, Mar94, Vol. 31 Issue 2:p139-164,26p.
[50] Vernon, Raymond, Antitrust and international business [J]. Harvard Business Review, 1968, 46(5): 78-87.
[51] Contractor, F. J., Lorange, P., Competition vs. Cooperation: A Benefit/ Cost Framework for Choosing Between Fully-owned Investments and Cooperative Relationships [J]. Management International Review, 1988,28(4): 5-18
[52] Chris Brewster, Strategic human resource management: the value of different paradigms [J]. Management International Review, 1999, 39: 45 - 64
[53] Peter J. Dowling, Denice E. Welch, International Human Resource Management: Managing People in a Multinational Context. Thomson Learning, 4th edition, 2004
[54] Argyris, C, Understanding organizational behavior. London: Tavistock Publication, 1960
[55] Levinson, H., Price,C.R, Manden, K.J., Men, Management and Mental Health. Cambridge: Harvard University Press, 1962
[56] Schein, E.H., Organizational psychology. 3rd, Englewood Clifs, New Jersy: Prentice-Hall, 1980
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[70] Reynolds, Expatriate Compensation in Historical Perspective [J]. Journal of World Business, 1997,32 (2).
2 Contractor,F．J．，Lorange，P．．Competition vs．Cooperation：A Benefit／Cost Framework for Choosing Between Fully-owned Investments and Cooperative Relationships[J]．Management International Review,1988，28(4)：5—18
1 陈晓萍．跨文化管理理论和实践．http：／／blog．chinahrd．net／blogs／chenxiaoping／，2007-02-13
1 Reynolds，Expatriate Compensation in Historical Perspective[J]．Journal of World Business，1997，32(2)：127
[1]刘欣．TNC的成功外派．中国人力资源开发，2000，5．
[2]邱立成和成泽宇．跨国公司外派人员管理．南开管理评论，1999，5．
[3]郭惠容．美国跨国公司外派人员管理及其启示．商业研究，2000，11．
[4]朱荣华．对提高跨国公司海外派遣成功率的探讨．黑龙江对外经贸，2003，4
[5]王玫．简析跨国公司的海外派遣．重庆职业技术学院学报，2006，5．
[6]刘帮成．企业国际化的HRM．中国人力资源开发，2001，2．
[7]史惠华．国际企业对外派经理“移情度”的控制．云南财贸学院学报，2006，1．
[8]陈霞等．外派人员的绩效评估．科学学与科学技术管理，2001，10．
[9]梁镇等．跨国经营企业外派经理的选择(上)．中国人力资源开发，2005，1．
[10]梁镇等．跨国经营企业外派经理的选择(下)．中国人力资源开发，2005，2．
[11]李华．外派人员跨国公司专业化管理的核心环节．国际经济合作，2004，12．
[12]王朝晖．跨国公司人员外派与人才本土化的比较研究．国际经济合作，2006，6．
[13]张四龙等．试论跨国公司海外经理人的选聘与培养．技术经济，2001，4．
[14]赵丽君和赵晓东．跨文化背景下国际企业人力资源管理研究．价值工程，2006，2．
[15]赵景华．跨国公司在华子公司战略研究[M]．北京：经济管理出版社，2002，8：7-8
[16]廖泉文．人力资派管理[M]．北京：高等教育出版社，2003
[17]赵曙明．人力资源管理研究[M]．北京：中国人民大学出版社，2001，3：264—275
[18]周晓虹．现代社会心理学[M]．上海：上海人民出版社，1997：18-58
[19]陈加洲，凌文拴，方俐洛．组织中的心理契约．管理科学学报，2001，4(2)：74-78
[20]李鸿波．跨国公司外派人力资源管理研究：：[博士学位论文]．福建：厦门大学，2004
[21]陈耀恒．跨国公司外派策略与驻外人员管理研究：[硕士学位论文]．上海：复旦大学，2006
[22]陈晓萍．跨文化管理理论和实践．http：／／blog．chinahrd．net／blogs／cbenxiaoping／,2007年2月13日
[23]Harzing，A．& Ruysseveldt，V．J．International Human Resource Management．London：Sage Publications，2004．
[24]Harris，H．，Brewster,C．，& Sparrow,P．International Human Resource Management．London：Chartered Institute of Personnel and Development，2004．
[25]Olson，D．H．，Russell，C．S．and Sprenkle，D．H．Circumflex Model of Marital and Family Systems．Family Studies Review Yearbook，1984，(2)：59—74．
[26]Oberg，K．Culture Shock：Adjustments to New Cultural Environments．Practical Anthropology,1960，(4)：177—182．
[27]Michael Harvey and Milorad M．Novicevic．Selecting expatriates for increasingly complex global assignment．Career Development International，2001，2．
[28] Ugur Yavas and Muzaffer Bodur. Satisfaction among expatriate managers: correlates and consequences. Career Development International, 1999, 4.
[29] J Stewart Black and Hal B Gregersen. The right way to manage expats. Harvard Business Review, Boston, Mar/Apr, 1999.
[30] Carol Yeh-Yun Lin and Yu-Chen Wei. An eastern and SME version of expatriate management: an empirical study of small and medium enterprise in Taiwan. The International Journal of Human Resource Management, 2005, 8.
[31] Peter Enderwick and Delina Hodgson. Expatriate management practices of New Zealand business. The International Journal of Human Resource Management, 1993, 5.
[32] Leiba-O'Sullivan, Sharon. The Distinction between Stable and Dynamic Cross-Cultural Competencies: Implications for Expatriate Trainability. Journal of International Business Studies, 1999 (30): 709-25.
[33] Bruce W. Stening. Expatriate management: lessons from the British in India. The International Journal of Human Resource Management, 1994, 5.
[34] Jie Shen and Vincent Edwards. Recruitment and selection in Chinese MNEs. The International Journal of Human Resource Management, 2004 (8): 814-835.
[35] Paul M. Caligiuri. The big five personality characteristics as predictors of expatriate's desire to terminate the assignment and supervisor-rated performance. Personnel Psychology, 2000.
[36] Anne-Wil K. Harzing. The persistent myth of high expatriate failure rates. The International Journal of Human Resource Management, 1995, 5.
[37] Dowing, P.J., Schuler, R.S. and Welch, D. (1994) International Dimensions of HRM, 2~(nd) ed. Belmont, CA: Wadsworth.
[38] Dowing, P.J., Schuler, R.S. and Welch, D. (1994) International Human Resource Management: Managing People in a Multinational Context. Cincinnati, OH: South-Western College Publishing.
[39] Goodall, K. and Warner, M. Human Resources in Sino-Foreign Joint Ventures: Selected Case Studies in Shanghai Compared with Beijing. International Journal of Human Resource Management, 1997, 8 (5) : 569-593.
[40] Goodall, K. and Warner, M. Enterprise Reform, Labor-Management Relations and Human Resource Management in a Multinational Context. International Studies of Management and Organization, 1999, 29 (3) : 21-36.
[41] Gregersen, H.B and Black, J.S. A Multifaceted Approach to Expatriate Retention in International Assignments. Group and Organization Studies, 1990, 15 (4) : 49-53.
[42] Howard, C.G. How Best to Integrate Expatriate Managers in the Domestic Organization. Personnel Administrator, 1982, 27 (7) : 27-33.
[43] Jackson, S. and Schuler, R. Understanding Human Resource Management in the Context of Organizations and Environments. Annual Review of Psychology, 1995 (46) : 237-264.
[44] Kobrin, S.J. Expatriate Reduction and Strategic Control in American Multinational Operations. Behavior, 1988,27(1) : 411-432.
[45] Anderson, Barbara A. Expatriate selection: good management or good luck? International Journal of Human Resource Management, 2005,4: 567-583.
[46] Caligiuri, Paula M and Stroh, Linda K. Multinational corporation management strategies and international human resource practices: bringing IHRM to the bottom line. International Journal of Human Resource Management, 1995, 9: 494-507.
[47] Molnar, David E. and Loewe, G. Michael, HR Focus, 1997, 5:11-12
[48] Mayerhofer Helenel, Hartmann Linley C, Michelitsch-Riedl Gabrielal, Kollinger Iris1, Flexpatriate assignments: a neglected issue in global staffing. International Journal of Human Resource Management, Dec2004, Vol. 15 Issue 8: p1371-1389,19p.
[49] Welch Denice, Determinants of international human resources management approaches and activities: a suggested framework. Journal of Management Studies, Mar94, Vol. 31 Issue 2:p139-164,26p.
[50] Vernon, Raymond, Antitrust and international business [J]. Harvard Business Review, 1968, 46(5): 78-87.
[51] Contractor, F. J., Lorange, P., Competition vs. Cooperation: A Benefit/ Cost Framework for Choosing Between Fully-owned Investments and Cooperative Relationships [J]. Management International Review, 1988,28(4): 5-18
[52] Chris Brewster, Strategic human resource management: the value of different paradigms [J]. Management International Review, 1999, 39: 45 - 64
[53] Peter J. Dowling, Denice E. Welch, International Human Resource Management: Managing People in a Multinational Context. Thomson Learning, 4th edition, 2004
[54] Argyris, C, Understanding organizational behavior. London: Tavistock Publication, 1960
[55] Levinson, H., Price,C.R, Manden, K.J., Men, Management and Mental Health. Cambridge: Harvard University Press, 1962
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