跨国企业在沪子公司战略性国际人力资源管理模型建构与实证研究
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摘要
本研究乃是基于在国际企业理论、战略理论与人力资源理论的基础之上,构建出跨国企业子公司战略性国际人力资源管理的模型,主要是基于两条研究思路,探讨两项问题:
1.在环境变项的因素下,对于具有稀缺性且独特性的人力资源如何整合,以达到经营绩效?
2.在不同国际人力资源战略的因素下,跨国企业面对市场不完全性与派外人员的委托代理问题,应该如何选取不同的控制机制,来达成经营绩效?
因此,基于资源基础论的讨论构建了环境—战略—绩效,以及基于交易成本论与委托代理论建构战略—控制—绩效关联的模型。并且通过问卷调研,找出在上海地区跨国企业子公司120份有效样本进行实证分析研究,以确定变量之间的相关性。
研究发现如下:
1.当地资源充分程度越高,跨国企业子公司越容易采取“遵从母制”的国际人力资源战略,来获致经营绩效。
2.当环境不确定性、文化差异越高,以及子公司越采取“当地回应”的国际战略时,跨国企业子公司越容易采取“当地回应”的国际人力资源战略,来获致经营绩效。
3.跨国企业为使子公司的人力资源管理“遵从母制”,会较为倾向运用“用人培训控制”。
4.当跨国企业子公司的人力资源管理越倾向“当地回应”时,较可能采取“绩效管理机制”与“报酬管理机制”。
5.在沪跨国企业子公司的人才本土化是循序渐进,随着在华设立期间的增长、国际化进程与员工规模,原派员工人数呈现缓慢下降的趋势。
6.欧美企业在沪子公司人才本土化的进程较其它企业来的成熟。
在国际人力资源战略的集群分析中,本研究依“遵从母制”与“当地回应”两项构面,分成四种国际人力资源战略类型,分别为放任无为人力资源战略、地区自治人力资源战略、总部操控人力资源战略、收放兼顾人力资源战略。在归纳文献与研究发现中,我们提出“当地回应”的国际人力资源战略要比“遵从母制”
This research , based on these theories of International Business Management, Strategy Management and Human Resource Management (HRM) , constructs the model of Strategic International Human Resource Management ( SIHRM ) of Multinational Enterprises ( MNEs ) and mainly develops two train of thoughts to study two problems, which are :1) Under the factors of environment variable, how to integrate the scarce and unique human resource to obtain business performance?2) Under the factors of International Human Resource Strategy (IHRS) , how to choose the control style to face the market imperfection and the principal and agent problems of expatriates, in order to achieve business performance?Therefore, this research, based on Resource-based view ( RBv ) , constructs the linkage of Environment-Strategy-Performance, and based on Trade Cost Economics ( TCE ) and Principal Agent Theory ( PAT ) , constructs the linkage of Strategy-Control-Performance. This research adopts the survey method and analyses 120 available samples of sub-company of MNEs in Shanghai area, and finds out the relation among these variables.The findings of this research are as following:1. The higher degree of local resource is, the more MNEs trend to adopt the International Human Resource Strategy of "Following Home Company" to achieve business performance.2. The higher degree of environmental uncertainty and cultural diversity is, the more MNEs trend to adopt the International Human Resource Strategy of "Local Reaction" to achieve business performance.3. When MNEs adopt the International Human Resource Strategy of"Following Home Company", they would tend to utilize "the Control of Staffing and Training" .4. When MNEs adopt the International Human Resource Strategy of "Local Reaction" , they would tend to utilize "the Control of Performance" and"the Control of Rewards" .5. The talent localization in the sub-company of MNEs in Shanghai area is progressing. Along with the length of setup period, the step of international process and the employee scale, the number of expatriates appears the
reducing tendency slowly.6. The process of talent localization for European and American MNCs in Shanghai develops more mature than others.In the cluster analysis to IHRS, this research follows "Following Home Company" and "Local Reaction" to divide IHRS into 4 clusters : Noninterference Style - Regional Control Style 、 Headquarters Control Style and Double-track Style. This research, from the literature review and research findings, raises that the mediate function of "Local Reaction" seems to be significant to one of "Following Home Company" ; therefore, the issue of "Local Reaction" advocated by many scholars and specialists.Based on this finding, this research produces the three kinds of optimizing developmental path for Noninterference Style to enhance international competitive ability and attain high performance. The first path goes forwards to Headquarters Control Style, then to Double-track Style. The second path goes forwards to Regional Control Style, then to Double-track Style. The third path goes forwards to Double-track Style directly. Others, those of sub-company, whose IHRS locates Headquarters Control Style, should plan future optimizing development to react locally step by step, with the period of sub-company setting in the host country and the process of internationalization. There are two optimizing development path: one is to increase the degree of "Local Reaction" and reduce the degree of "Following Home Company", and go forwards to IHRS of Regional Control Style ; the other is to increase the degree of "Local Reaction" and "Following Home Company", go gradually to IHRS of Double-track Style.This research finds out the linkage of IHRS and "Control". The higher degree of "Following Home Company" the IHRS of sub-company tend to, the more control mechanics of staffing and training it adopts. But, this control mechanics couldn't link to business performance; just enhance the control function from Headquarters to sub-company. The other sides, the higher degree of "Local Reaction" the IHRS of sub-company access to, the more control mechanics of appraisal and rewards it adopts, and this control mechanics could link to higher business performance.Finally, this research suggests Chinese enterprise could take the international experience of foreign-funded enterprises for reference, and develops IHRS from inside to outside, from short-term to long-term. Firstly, it should enhance Headquarters' management abilities and culture to increase its extending control ability to sub-company. Secondly, it should cultivate team with international views and improve expatriate management, in order that it couldn't lack of international human resource to manage foreign sub-company. Finally, its foreign sub-company has funded after several years and its local human resource has gowned and nurtured by
1.在环境变项的因素下,对于具有稀缺性且独特性的人力资源如何整合,以达到经营绩效?
2.在不同国际人力资源战略的因素下,跨国企业面对市场不完全性与派外人员的委托代理问题,应该如何选取不同的控制机制,来达成经营绩效?
因此,基于资源基础论的讨论构建了环境—战略—绩效,以及基于交易成本论与委托代理论建构战略—控制—绩效关联的模型。并且通过问卷调研,找出在上海地区跨国企业子公司120份有效样本进行实证分析研究,以确定变量之间的相关性。
研究发现如下:
1.当地资源充分程度越高,跨国企业子公司越容易采取“遵从母制”的国际人力资源战略,来获致经营绩效。
2.当环境不确定性、文化差异越高,以及子公司越采取“当地回应”的国际战略时,跨国企业子公司越容易采取“当地回应”的国际人力资源战略,来获致经营绩效。
3.跨国企业为使子公司的人力资源管理“遵从母制”,会较为倾向运用“用人培训控制”。
4.当跨国企业子公司的人力资源管理越倾向“当地回应”时,较可能采取“绩效管理机制”与“报酬管理机制”。
5.在沪跨国企业子公司的人才本土化是循序渐进,随着在华设立期间的增长、国际化进程与员工规模,原派员工人数呈现缓慢下降的趋势。
6.欧美企业在沪子公司人才本土化的进程较其它企业来的成熟。
在国际人力资源战略的集群分析中,本研究依“遵从母制”与“当地回应”两项构面,分成四种国际人力资源战略类型,分别为放任无为人力资源战略、地区自治人力资源战略、总部操控人力资源战略、收放兼顾人力资源战略。在归纳文献与研究发现中,我们提出“当地回应”的国际人力资源战略要比“遵从母制”
This research , based on these theories of International Business Management, Strategy Management and Human Resource Management (HRM) , constructs the model of Strategic International Human Resource Management ( SIHRM ) of Multinational Enterprises ( MNEs ) and mainly develops two train of thoughts to study two problems, which are :1) Under the factors of environment variable, how to integrate the scarce and unique human resource to obtain business performance?2) Under the factors of International Human Resource Strategy (IHRS) , how to choose the control style to face the market imperfection and the principal and agent problems of expatriates, in order to achieve business performance?Therefore, this research, based on Resource-based view ( RBv ) , constructs the linkage of Environment-Strategy-Performance, and based on Trade Cost Economics ( TCE ) and Principal Agent Theory ( PAT ) , constructs the linkage of Strategy-Control-Performance. This research adopts the survey method and analyses 120 available samples of sub-company of MNEs in Shanghai area, and finds out the relation among these variables.The findings of this research are as following:1. The higher degree of local resource is, the more MNEs trend to adopt the International Human Resource Strategy of "Following Home Company" to achieve business performance.2. The higher degree of environmental uncertainty and cultural diversity is, the more MNEs trend to adopt the International Human Resource Strategy of "Local Reaction" to achieve business performance.3. When MNEs adopt the International Human Resource Strategy of"Following Home Company", they would tend to utilize "the Control of Staffing and Training" .4. When MNEs adopt the International Human Resource Strategy of "Local Reaction" , they would tend to utilize "the Control of Performance" and"the Control of Rewards" .5. The talent localization in the sub-company of MNEs in Shanghai area is progressing. Along with the length of setup period, the step of international process and the employee scale, the number of expatriates appears the
reducing tendency slowly.6. The process of talent localization for European and American MNCs in Shanghai develops more mature than others.In the cluster analysis to IHRS, this research follows "Following Home Company" and "Local Reaction" to divide IHRS into 4 clusters : Noninterference Style - Regional Control Style 、 Headquarters Control Style and Double-track Style. This research, from the literature review and research findings, raises that the mediate function of "Local Reaction" seems to be significant to one of "Following Home Company" ; therefore, the issue of "Local Reaction" advocated by many scholars and specialists.Based on this finding, this research produces the three kinds of optimizing developmental path for Noninterference Style to enhance international competitive ability and attain high performance. The first path goes forwards to Headquarters Control Style, then to Double-track Style. The second path goes forwards to Regional Control Style, then to Double-track Style. The third path goes forwards to Double-track Style directly. Others, those of sub-company, whose IHRS locates Headquarters Control Style, should plan future optimizing development to react locally step by step, with the period of sub-company setting in the host country and the process of internationalization. There are two optimizing development path: one is to increase the degree of "Local Reaction" and reduce the degree of "Following Home Company", and go forwards to IHRS of Regional Control Style ; the other is to increase the degree of "Local Reaction" and "Following Home Company", go gradually to IHRS of Double-track Style.This research finds out the linkage of IHRS and "Control". The higher degree of "Following Home Company" the IHRS of sub-company tend to, the more control mechanics of staffing and training it adopts. But, this control mechanics couldn't link to business performance; just enhance the control function from Headquarters to sub-company. The other sides, the higher degree of "Local Reaction" the IHRS of sub-company access to, the more control mechanics of appraisal and rewards it adopts, and this control mechanics could link to higher business performance.Finally, this research suggests Chinese enterprise could take the international experience of foreign-funded enterprises for reference, and develops IHRS from inside to outside, from short-term to long-term. Firstly, it should enhance Headquarters' management abilities and culture to increase its extending control ability to sub-company. Secondly, it should cultivate team with international views and improve expatriate management, in order that it couldn't lack of international human resource to manage foreign sub-company. Finally, its foreign sub-company has funded after several years and its local human resource has gowned and nurtured by
引文
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