【作者】 王晶；

【导师】 李树业；

【作者基本信息】 天津大学 ， 科学技术哲学， 2007， 硕士

【摘要】 当今世界的经济已趋向国际化、全球化,各国经济与世界经济紧密相联,相互依赖,国际间的经济交流日益扩大,许多企业走向了国际市场。企业与企业之间、地区与地区之间、国家与国家之间、经济区域集团与区域集团之间的经济和技术交流不断得到发展和加强,来自不同文化背景的员工成为跨国企业的核心力量。因此,人力资源跨文化管理成为管理的一项重要内容,关系到企业的持续成长和发展。本文主要以跨国公司为对象,对多元文化背景下的人力资源管理进行了比较深入地研究。从介绍文化的概念和特征入手,分析了文化与管理的关系及人力资源跨文化管理的含义、特征,为全文研究做基础性的铺垫工作。接着通过对美国、欧洲、日本、中国文化特点的分析,归纳出各国人力资源开发管理模式。跨国公司面对文化差异,如果管理不当就会导致文化冲突,文化冲突就可能带来沟通中断、员工非理性反应、市场机会损失和组织机构的低效率,甚至导致跨国公司全球战略的失败。文化冲突是跨国公司不可避免的事实,它的存在给企业跨国经营增加了难度,进行文化融合是解决文化冲突的很好方式。本文在对文化差异和文化冲突的具体分析基础上总结了跨国公司应该具有的人员配备、人员开发和发展的方法以及建立有效多元团队的方法,并提出了文化冲突的规避措施和跨文化管理模式。最后以代姆勒—克莱斯勒汽车公司为案例,从跨文化的视角深入分析了该公司合并时期由于民族文化、美德双方的个人主义和集体主义的差异导致的文化冲突;以及该公司由于对文化融合的忽视,没能建立以共同价值观念为基础的新文化合作理念所导致公司发展的缓慢。更多还原

【Abstract】 The world economy has already inclined to internationalization and globalization nowadays, the country economy and the world economy are in contact with and depend on each other closely, the international economic intercommunion extends increasingly, many business enterprises have entered into an international market. The economy and the technique intercommunion of the business enterprise with the business enterprise, the region with the region, the nation with the nation, the economic district group and the district group develop and strengthen continuously, the employees who come from different cultural background become the hard core of the transnational corporation. Therefore, the cross-cultural management of the human resource becomes an important content of management, it relates to the business enterprise to grow up and develop continuously.This research mainly takes multinational company as an object, and studies on the human resource management under the multicultural background more thoroughly. Beginning with the concept and characteristic of the culture, analyzes the connection of culture and management and the meaning, characteristic of the cross-cultural management of the human resource, which does a foundation work for the full text research. Next in this research I summarize the development management styles of human resource after analyzing cultural characteristics of the United States, Europe, Japan and China. Multinational companies face cultural differences, if the management isn’t appropriate and then will cause the cultural conflict; the cultural conflict may bring the communication interruption, employee’s non-reasonable reaction, the market opportunity loss and the low efficiency of organizations, even cause the global strategic failure of multinational companies. The cultural conflict is an inevitable fact of multinational companies; its existence enhances difficulty for the multinational management. The cultural fusion is a very good way of solving the cultural conflict. In this research I summarize that multinational companies should possess the methods of the personnel equipment, personnel development and establish effective diverse teams, and put forward the evadable measure of the cultural conflict and the cross-cultural management style after analyzing cultural difference and the cultural conflict concretely. Finally take the Daimler—Chrysler automobile company for the case study, from the cross-cultural view point go deep to analyze the cultural conflict due to the race culture and the difference of the individualism and collectivism of United States and Germany during company incorporate period; and the slowly development because of ignoring the culture fusion, going without building up the new culture cooperation principle on the base of the common value concept.更多还原