外派中的投资回报率.docx

外派中的投资回报率.docx

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外派中的投资回报率

Returnoninvestmentofinternationalassignments

Contents

Abstract…………………………………………………………-3-

Introduction…………………………………………………….-3-

1.Thecostofinternationalassignments………………………-3-

2.Thegainsofinternationalassignments…………………….-6-

3.TheanalysisofAssignmentsuccess…………………………-7-

3.1.ThegoalsofAssignment………………………………………………-8-

3.2.Personnelselection……………………………………………………..-8-

3.3.PersonnelTraining……………………………………………………..-8-

3.4.Managementexpatriates……………………………………………….-8-

3.5.Returnedmanagement…………………………………………………-8-

4.ExpatriateFailure…………………………………………….-9-

4.1.Thelackofeffectivetraining………………………………………….-9-

4.2.Guidingthoughtthereisadeviation………………………………….-10-

4.3.Managementsystemisnotsound……………………………………..-10-

4.4.Theirownqualityandfamilyfactors…………………………………-10-

Conclusion………………………………………………………..-11-

Reference………………………………………………………..-11-

Abstract：

Alongwiththedevelopmentofeconomicglobalization,transnationalcompaniesappearnewfeatures,itshumanresourcesmanagementstrategicchanges（highlightsinthetopmanagers）,andoneofthempaymoreandmoreattentiontothroughthe"assignment"tostrengthenthemanagementofthesubsidiaryofhostorexercisetheabilityofascensionmanagers.In"assignment"mode,facedwithdifferentculturalbackground,workenvironment,humanresourcesmanagementtheeffectnotbeautiful,oftenappear"assignmentfail"phenomenon.Multinationalcompaniestosucceedwithglobalizationstrategymanagement,humanresourcesmanagementisakey.Therefore,themultinationalcorporation"assignment"modeofthehumanresourcesoftherisktothesumupexperience,inordertofurtherstrengthentheriskmanagement,soastoachieve"assignment"humanresourcesmanagement,hasthevitalsignificance.

Introduction:

MeasuringROI

Lackofcentralizedfinancialcontrolsystem（ormissing）andtheinsufficiencyofsoftwaretoolsreportedinthemainchallengeofmeasurementreturnoninvestment.Justoveraquartercanprovidearoughestimateoftheinterestsoftheinfluenceofinternationalbusinessplanorprovideaccuratedatataxrevenuegenerated.

Considerbeneficialelementscalculationreturnoninvestmentusuallyincludes:

theincreaseinbusinessprofitsandrevenue（60%）,apoolofdevelopment,exquisitetechnologyandexperiencedmanagers,theglobalcultureandability（59%）andaforeignerwhethermeettheobjectiveoftheassignment（57%）;Developmentoflocalcapacity（56%）andincreasemarketsharemasterposition（40%）.

1.Thecostofinternationalassignments

"Thisisdifficult,ifyoudon'tputtheisolatedthemeasuredvaluepointofview.Youhavetoputyourcompanyinanoverallviewsaid:

"John,headofforeignpolicyofemploymentandAndyserviceinternationaltheHagueshellintheNetherlands.First,thedepartmentofhappenedcoststhatdonotgetvalue.Costsaredirect,valueisderivedforthelongterm.Inaddition,thecostisvisible,valueisinvisible.Forexample,apersonaltraining,thegeneralmanagerofalargeEuropeansurgery,it'sthegeneralpracticedevelopmentanddistributionofthefirstpeopleinasmallcompany.Usually,theemployeemanagementcompanytocollecthisorhercurrentwork,althoughthisisjustpartoftheunitvalue.Valueuptothecompany'sotherpartsneedtooccupy.

Thefirststepisthekeytoassessanddistributionvalueandcosts.Secondly,HRmustweighthevalueandcost.Butbecareful.Wearegoingtoenteratheunknown.Thisprocessmaytakeaconversiontosupporttheeffortsofthecombination,quantifiabledata,technologyandgood,old-fashionedintuitionandmanagementexperience.

Date

Costoflifeinthehostcountry

Ranking

Costindexnumberoflife

2007

2006

city

country

2007

2006

1

1

Moscow

Russia

134.4

123.9

2

5

London

Britain

126.3

110.6

3

2

Seoul

Korea

122.4

121.7

4

3

Tokyo

Japan

122.1

119.1

5

4

HongKong

China

119.4

116.3

6

8

Copenhagen

Denmark

110.2

101.1

7

7

Geneva

Switzerland

109.8

103

8

6

Osaka

Japan

108.4

108.3

9

9

ZURICH

Switzerland

107.6

100.8

10

10

NewYork

America

105.8

100

Expatriatesarefacingtheprincipalandagentmarketuncertaintyandrisk,therefore,thehostcountryoflocalmarketenvironmentvariableswillinevitablybecomeimportantinfluencefactorsoftheagencycost.

1.Becauseofthelackoflocalmarketknowledgeagenthostagencycostsresultingfromthemarketingknowledgeistheorganizationinaparticularmarketmanagementnecessaryforsuccessifnotintimetohostcountriesassoonaspossibleforthelocalmarketknowledge.Expatriatesmaybenotfamiliarwiththehostcountryofthelocalmarketsandeconomiclawenvironment.Don'tadapttolocalcultureandleadtodecision-makingandmanagementfailure.

2.Becauseofthelackofsocialnetworkresourcestosupportagentagencycostsresultingfromthehostcountrygovernmentandmultinationalcompaniesoftenfortargetproducedthecorrespondingconsistenttothemultinationalcompaniesgame.Throughtotheglobalnetworkresourcesinordertorealizethecomprehensiveconfigurationgloballearningtopromotethecompetitivenessoftheorganizationisitsdevelopmentgoals（economicgoals）;Andforthehostcountryforthegovernment,throughintroducingforeignfundstoalleviatetheemploymentpressure.Improveitscompetitivenessisthepoliticalgoals.Andthereisthisassignmentcouldescalateconflicts.Maketheagencycostincrease.

Likemanystatelawsandregulations.Multinationalcompany,overseassubsidiarieshavetohireacertainnumberofthenationalitylawrestrictingemployeesthispolicynotonlyembodiesinpersonnelallocationproportion.Alsoreflectedinoverseassubsidiariesofoperationandmanagementoperationinaddition.Manyofthehostcountriesandtransnationalcompaniesforhomelandofsocialeconomyculturedifference.Theremaybestronghostnationcomplexlocalization.Thismakesthemultinationalbusinessincreasedthedifficultyfortheresponseofthepoliticaldemandhomeland.Andmakefulluseofthehostcountryofthelocalsocialnetworkhasbecometheassignmentofobstacles.

2.Thegainsofinternationalassignments

Calculatingthereturnoninvestmentforaninternationalassignmentintypicalsignificanceisnodoubtdifficult,becauseAttinellypointsout,butnotimpossible.Johnsuggestedcheckwhathesaid,thereasonforthevaluedrivers-send.Firstismanagement,orsendtheenterpriseculture.2itisthetransferoftechnology,whichinvolvesthelocalstatepersonnelteachinghowtousenewtechnology,andthenleaveit.Thethirdisaskillshortage.Notenoughdrillingengineerinonecountry,forexample.Andthefinalassignmenttothedevelopmentoffutureemployeedevelopmentcadreswhohavethecapacitytooperateinaglobalbusiness.

Quantitativereturns.Specifyaamountofvalue,ortoreturnto,fromaninternationalassignmentisthebiggestreturnson-investmentglobalchallengefacingthecompanytoday.Itissuchatoughpropositionbecausecompaniesandadvisersarestillstrugglingtocreatesystemandstandardprocesstoassistthecalculatedvalue.（see"thetechnologyworkinthecalculationofthereturnoninvestmentis"foranewpage17inajointefforttoaccomplishthis.）

Multinationalcompany,overseassubsidiariesonsitemodeembodiestheparentcompanyandtheparentcompanyoftheoccursbetweenpersonnelsentbyaagentrelationship.Andpersonnelthanlocalization,onsitehasthefollowingearnings:

1.Reducingthegoalsarenotconsistentandpossibleagencycostmultinationalcompanysubsidiaryrolearoundaredifferent.Bartlett&Ghoshal（1986）accordingtothestrategicimportanceofthehostcountryenvironmentandthelocalorganizationreactionabilityoftwovariablessubsidiaryrolewillbedividedintofourclasses:

strategicleader,contributor,theholeandperformer.Blackholesarethosethatalthoughtypehasimportantsignificanceofthemarketup,buttheabilityoforganizationisnothighsubsidiary.Executivestypearethoseorganizationsstraincapabilityisnotstronganditsoccupiedmarketisnotimportantsubsidiary.Strategicleadersanorganizationtypestraincapacityandoccupyastrategicimportantmarket,asubsidiaryofthecontributorstooccupyanimportanttypeisnotthemarketbuthavestrongabilityoforganizationofthesubsidiary.

2.Reducetheinformationasymmetryandbecauseofthepossibleadverseselectionandmoralhazard.Arthur（1994）thestudyfoundthat,themultinationalcompanyhumanresourcemanagementsystemcanbedividedintotwocategories:

controltypeandcommitmenttype.Controlmodelofthehumanresourcemanagementsystemistothroughthestaffcompliancewithrequirementsoftheenterprisemanagementsystemandrulesandcanbemeasuredoutputaccordingtorewardemployeesmethodstodecreasethecostofimprovingefficiencyorapurposeofthehumanresourcemanagementsystemtypecommitmentisthroughstrengtheningemployeeandenterpriseemotionaltiesbetweenstafftoachievetheindependentbehaviorandenterprisegoalofthehighconsistencyofpurpose.Intheglobalenvironment,onlydependuponthelevelmanagementsystemtorealizethe.

Obviously,theinternationalassignmentofagrowingtoday'senterprisepartofgrowingup."1996globalpositioningtrendssurvey"foreigntradecommitteeandinternational's,arelocatedinNewYorkcity,showedthat43%oftheenterpriseincomeresultingfromtheheadquartersoftheothercountries.But,it'snotenoughtoreviewandcutspending,itisnolongerasimpleenoughtoguesstheassigneeachievementsofthetaskathan