I
摘要
自从加入 WTO，我国跨国公司面临着世界市场的激烈竞争，人成为企业的
核心,人力资源成为企业最宝贵的第一资源。因此, 跨国公司要想在海外得到更
好的发展,对跨国公司的人力资源的特点的了解及运用尤其重要。本文主要对 B
公司在 M 国的 Y 分公司遇到的人力资源管理中遇到的问题进行研究，分析导致
Y 分公司人力资源管理问题的原因，通过列举国际跨国公司遇到类似问题的成功
案例的解决方法。结合 Y 分公司人力资源管理遇到的问题，提出学习西安杨森
的跨文化管理模式，构建 Y 分公司跨文化管理的模式，解决其绩效设置不合理
的问题。在人员的运用上学习ＡＢＢ公司在中国的人才本土化战略，从而希望 Y
分公司在 M 国的人才能够逐步本土化，对 Y 分公司解决外派员工的人数严格受
到限制有所启发。并通过对爱立信的浮动工资制为例，建议 Y 分公司建立科学
的绩效机制，充分发挥员工的工作积极性和创造力。最后分析摩托罗拉的留人
之策，提出以人文本，尊重人才的策略，建议 Y 分公司学习摩托罗拉的人力资
源管理模式，达到最终目的，留住人才，从而使跨国企业在海外的发展更加顺
利
这篇论文局限于国内外对跨国企业人力资源重难点方面的专业研究还不多,
参考的论文、资料有限,加上本人在跨国人力资源管理专业上研究的深度还不够，
所以在这篇文章里只是作为一种探索和尝试,还存在一些不足之处，有待以后进
一步改进。同时也希望通过本文，能够给 B 跨国公司以及国内其他跨国公司一
些启发和帮助
关键词：跨国公司； 跨文化管理； 本土化战略；绩效管理；尊重人才
摘要Abstract
China's accession to WTO, China's Multi-National Corporation is facing the
fierce competition on the world market, people become the core of enterprise, human
resource becomes the first resource in the enterprise most precious. Therefore,
Multinational companies overseas in order to get better development, understanding
and use of the characteristics of a multinational human resources is particularly
important. This paper focuses on the problems encountered by Company B
encountered in human resources management in the Y-branch of the M state, analysis
of human resource management issues led to the Y-branch, by listing multinational
companies with similar problems Success Storiessolution. The Y branch human
resource management problems encountered proposed learning Xian-Janssen
cross-cultural management mode, to build a Y-branch cross-cultural management
mode to solve the problem of irrational set its performance. Study on the use of
personnel ABB talent localization strategy in China, in the hope that the Y-branch
gradually localized in the M state talent, Y branch to resolve the number of expatriate
staff strictly restricted to inspire. Ericsson's floating wage system, for example,
suggested that the Y branch scientific performance mechanism, give full play to their
enthusiasm and creativity. Motorola to keep people making final analysis, asked the
people text, talent strategy, this will help retain outstanding management personnel
and professionals, so as to solve the problem of excessive flow of talent, so that
multinational companies overseas developmentmore smoothly.
This paper is limited to professional research is not heavy and difficult aspects of
multinational human resources at home and abroad, a reference paper, the limited
information available, coupled with the depth of my research in international human
resources management professional is not enough, so in this articleinside just as a
kind of explore and try, there are still some shortcomings to be further improved. Also
hope that through this, it will give the B multinational companies as well as other
multinational companies some inspiration and help.
Key words: transnational enterprises ； Cross-cultural management ；
Localization strategy；Performance Management；Respect for talent