Along with the international economic integration, human resources management has encountered new challenges.An international company human resources management is faced with foreign staff recruitment, training, remuneration and quality of working life and other aspects of special problems.In order to fully use of foreign resources, it is important for a Enterprise to go for a direct investment to other countries, and establish wholly owned enterprise or a joint venture.The busine scope of a company beyond the geographical space is called multinational company.In this article, we will discu the model of the transnational human resources management (随着国际经济一体化，人力资源管理遇到了新的挑战。国际性公司的人力资源管理面临 着国外员工的招聘、培训、薪酬和工作生活质量等方面的特殊问题。企业为了更 加充分地利用国外的资源优势，就必须对其他国家是行直接投资，建立独资企业 或合资企业。这些业务范围在地理空间上超越一个国家用公司就被称为跨国公 司。在本文中，我们讨论跨国公司人力资源管理的模式和特点。) There are three parts of the paage Part One The definition of multinational companies (multinationalcorporations, transnational corporations TNCs)Part TwoThe importance of human resources management inmultinational companiesPart ThreeThe basic model of thetransnational humanresources management(这篇文章主要有三部分：部分 1 跨国公司人力资源管理的定义 国公司人力资源管理的重要性 部分 3 跨国公司人力资源管理的基本模式)部分 2 跨Part One The definition of multinational companiesThe definition of multinational companies means ： multinationalcompanies that set up subsidiaries in several countries, acce anddistribute capital, raw materials, technology and management resourcesin the whole world to achieve their overall goals of the company.Human resources managementas a factor for the succe or failure ofmultinational corporations has the critical influence.(跨国公司指的是在多个国家设立子公司，并在整个世界范围内获取和分配资金、原材料、技术和管理资源以实现企业整体目标的公司。人力资源管理对于跨国企 业的成功与失败具有关键性的影响。)Part TwoThe importance of human resources management inmultinational companiesInternational human resources management and domestic human resources management are very different.First of all, for many human resources management activities, international human resources management needs to consider more factors than domestic human resources management.For example, the salaries of expatriates are denominated in units, currency of the host country, and their changes in the exchange rate with the host country will affect the real income of employees ,this is what should be consid
ered for international human resources management .Second, international human resources management, include more complex content than the domestic human resources management.This is becausethe employees in multinational company are from two or more countries, which will involve staff’s cultural differences.Some multinationalcorporations to invest in China found neceary to provide the basic accommodation for staff, and foreign employees sent to work in China realized their own incomes face double taxation requirements of their own country and the Chinese Government .Of course ,more other iues exist .国际人力资 源管理与国内人力资源管理有很大的差别。首先，对于很多人力资源管理活动， 国际人力资源管理需要考虑比国内人力资源管理更多的因素。例如，派出员工的 薪酬是以东道国的货币作为计价单位的， 而本国与东道国的汇率的变化将影响到 这些派出员工的实际收入的增加或减少， 这是国际人力资源管理必须考虑与协调 的。第二，国际人力资源管理包括的内容比国内人力资源管理要复杂。这是因为 跨国公司中的员工来自两个甚至更多的国家，会涉及到员工文化差异的问题。一 些跨国公司来中国投资之后，发现需要为基层*作员工提供住宿条件，被派到中 国工作的外方员工发现自己的收入面临本国和中国政府的双重征税要求等问题。 With the advent of the world economic integration and rapid development, multinational companies will become a very important economic organization, which setthe new request for human resources management.Multinational companies need to recruit, select, train and compensate employees to enable them to work in the foreign subsidiaries for the organization; At the same time, recruiting staff from abroad to work may be eential.So,the multinational companies need to solve theinfluence of activities in cro-cultural problems of human resources management.随着世界经济一体化时代到来和迅猛发展， 跨国公司将成为一种十分重要的经济 组织，这就对人力资源管理提出了新的要求。跨国公司需要招聘、选择、培训和 补偿员工以使他们能够在国外的分支机构中为本组织工作；同时，还可能需要从 国外招聘员工来本国工作。于是，跨国公司就需要解决跨文化问题在各种人力资 源管理活动中的影响。Part ThreeThe basic model of thetransnational humanresources managementThe international human resources management models of Multinationalimplementation vary, Four of the most representative are as follows 1 Ethnocentric principles.In this management approach, the parent companyof multinational corporations directly transplants their policy andmethods tooverseas subsidiaries, these subsidiaries are controlled by expatriates of the parent company ,while the policy was
s implemented by the parent company .In this case, the subsidiary human resources managers need toCoordinate meet thebetween the company headquarters and local employees torequirements of both, which is very difficult.1.民族中心主义原则。在这种管理方法中，跨国公司将在本**公司中的政策与 *作方法直接移植到海外的子公司，这些子公司由母公司派出的本国员工管理， 同时母公司对子公司的政策实行严密的控制。在这种情况下，子公司的人力资源 经理就需要在公司总部的规定与东道国当地的员工可以接受的政策之间进行协 助调，工作的难度比较大。2.Multicenter principles.In this management way, the parent company and subsidiaries are largely independent of each other, each subsidiary carries out policies according tolocal specific environment and human resource managers are also held by local staff.Inthis case, the subsidiary's human resource managers have considerable autonomy, so work like this is more simple2.多中心原则。在这种管理方式中，母公司与子公司基本上是相互独立的，各个 子公司实行适合当地特定环境的人力资源管理政策， 人力资源管理人员也由当地 员工担任。在这种情况下，子公司的人力资源经理有很大的自主权，因此工作起 来就比较简单。 3.Regional center principle.In this way, the subsidiaries are claified by different regions, such as Europe, Greater China and North America areas, etc.Internal human resources management policy of each region coordinates as much as poible and the management of subsidiaries is held by the staff of any country in the region.In this mode, the internal coordination and communication of the same region reach a high degree, however the coordination and communication between corporate headquarters and each areas are very limited.3.地区中心原则。在这种原则方式中，子公司按照地区进行分类，如欧洲区、大 中华区和北美区等。各个地区内部的人力资源管理政策尽可能地协调，子公司的 管理人员由本地区任何国家的员工担任。在这种模式中， 地区内部的协调与沟 通的程度很高，而在各个地区与公司总部之间的沟通与协调是非常有限的的。4.Global center principle.In this management way, the headquarters of the company and each subsidiary constitute a global network, which is seen as a strong economic entity and not a single collection formed by the parent company and various subsidiaries.Under the principle of Global center principle, human resources management policies serve the overall goal of optimization, thus it can have universally applicable policy for the entire network, also it can have local applicable policies.Human resources management and other managements can be done by the most suitable staff of any country.In regional center principles and the cen
tral principle of the global situation, human resources managers of subsidiaries are required to balance between the overall strategy requirements of human resources with local specific policy requirements of the human resources management.4.全球中心原则。在这种管理方式中，公司总部与各个子公司构成一个全球性的网络，该网 强被看作是一个经济实体而不是母公司与各个子公司的一个简单集合。 全球中心原则下的人 力资源管理政策服务于整体最优化的目标， 因此既可以有在整个网络中普遍适用的政策， 也 可以有局部适用的政策。 人力资源管理和其其他管理工作可以由最适合的任何国家的员工担 任。 在地区中心原则和全球中心原则情况下， 子公司的人力资源经理都需要在整体的人力资 源战略要求与当地具体的人力资源管理政策之间进行平衡
