Реферат: Human resource Management

Control and assessment of performance

External competition

Internal Equity

Intensive components

Benefits and rewards

Job security

Career development

Table 1. Managing Human resource in different culture

In the Bureaucratic In the Technical In the Managerial

Culture Culture Culture

Structuring the Establish rational and Develop, organize and Keep organization

Organization detailed organization chart obtain consensus or structure minimal and to be communicated interrelationships adaptive to changes throughout the organization among functions

Designing jobs Formalize and standardize Formalize Be flexible and job descriptions. Put relationships as formalize emphasis tasks to be accountabilities. Put accountabilities. performed emphasis on processes Put emphasis on end to be adapted results to be accomplished

Delegating Extremely limited Decision-making must High degree of Decision delegation and freedom be mostly controlled delegation and making are required freedom is

Authority supported

Controlling and Need for a heavy system Effective cost Sophisticated

Assessing administrative checks and accounting system control system

Performance balances to measure how is required to measure is required to tasks are performed. efficiency. Emphasis measure end Emphasis is on compliance is on qualitative results.

With standards and norms criteria Emphasis is on quantitative criteria

External Usually minimal Moderate High competitiveness

Intensive None Limited High components

Internal equity Must be absolute and Limited. Must reflect Fair. Must reflect normative. Must integrate balance of power job value and seniority and diplomas among functions performance

Benefits Highly formalized and Formalized and Informal and Common throughout personalized personalized the organization

Providing job Must be absolute Fair Minimal security

Career Strict and objective Develop bridges Reward high Development rules and procedures between functions to performers through must be established for improve organizational rapid promotions

promotions and integration

career developments

A joint venture involves two or more legally distinct organization, each of which shares in the decision making process of the jointly owned entity. Joint venture is considered international when one of partner in headquartered outside the venture’s country of operation or the joint venture has significant level of operation in more than one country.

Human resource management in Joint Venture encounters many problems because the presence of two parties – two cultures simultaneously. Since different cultures exist in the partnership, an understanding of the impact of culture on managing is critical to the study of joint venture management. If international managers do not know something about the culture of the local country they deal with, the results can be quite disastrous.