Internationales Personalmanagement

Transkript

1 Christian Scholz & Lisa Grotefend Internationales Personalmanagement Sommersemester Mai 2017 IPMG 1

2 IPMG 2

3 Vorlesung: Aktueller Semesterplan Datum Thema Dozent Interkulturelle Wettbewerbsstrategien Scholz Internationalisierungsstrategie + Italien Scholz Internationaler Personalbedarf + Mexiko Grotefend Internationale Personalbeschaffung + UK Grotefend Internationale Personalentwicklung + Polen Scholz/Grotefend Internationale Personalfreisetzung Grotefend Internationaler Personaleinsatz Grotefend Internationale Personalführung / Interkulturelle Führung Grotefend Konvergenz & Divergenz + Dänemark Scholz Internationale Generation Z + USA + Australien Scholz Internationale Entlohnungsstrategie Grotefend Klausurübungswoche Scholz Internationaler Vergleich + China + Spanien Scholz Fallstudientag Grotefend Klausurvorbereitung Grotefend IPMG 3

4 Aufbau Veranstaltung Datum Land Thema Literatur Dozent PMG IWS EAPM Andere Polen Internationale Personalentwicklung McDonnell /Collings/ Mellahi/ Schuler (2017)* Scholz * McDonnell, Anthony/Collings, David G./Mellahi, Kamel/Schuler, Randall, Talent management: a systematic review and future prospects, European Journal of International Management, 11(1), IPMG 4

5 Internationale Personalentwicklung Kompetenzen&ihre Beschreibung (nach Wagner/Domnik/Seisreiner 1995, 122) Kompetenz Beschreibung interkulturelle Kompetenz global-strategische Unternehmenskompetenz Lernkompetenz politische Kompetenz Informationskompetenz Planungs-, Steuerungs- und Kontrollkompetenz konzeptionelle Kompetenz Verbundkompetenz personale Kompetenz Interaktionskompetenz Methodenkompetenz Fachkompetenz Wissen über sozio-kulturelle Unterschiede und Gegebenheiten sowie Fähigkeit einer adäquaten Berücksichtigung (kosmopolitische Sensibilität) Wissen über das Gesamtunternehmen und seine Teilbereiche, seine Einbindung in die Unternehmensumwelt sowie Fähigkeit, unternehmenspolitische Entscheidungen zu treffen, strategische Ziele zu setzen und strategisch zu denken Fähigkeit des Lernens vom Lernen Fähigkeit und Verhandlungsgeschick zur Teilnahme am Managementprozess im Unternehmen Erarbeitung und Bereitstellung von Informationen für wichtige personalwirtschaftliche Fragen Wissen über Controllingkonzepte Erarbeitung von Konzeptionen des Personalmanagements mit Blick auf die anderen Managementfelder des Unternehmens Berücksichtigung von (un-)erwünschten Nebenwirkungen personalwirtschaftlicher Maßnahmen Entwicklung der eigenen Persönlichkeit und persönlichen Eigenschaften Fähigkeit zum Handeln und Einbringen in soziale Situationen auf Unternehmens- und Funktionsebene Beherrschung der personalwirtschaftlichen Arbeitsmethoden und -werkzeuge (Tools) Wissen über das personalwirtschaftliche Fachgebiet und das fachliche Umfeld kritische Kompetenz Überprüfung und Reflexion des eigenen Rollenverständnisses IPMG 5

6 Bedingungsrahmen für ein interkulturelles Handlungstraining (modifiziert nach Thomas 1989, 283) Wissenschaftliche und praktische Grundlagen Allgemeine Rahmenbedingungen Konkrete (unternehmensspezifische) Rahmenbedingungen allgemeine Trainingsforschung Trainingsziele und -methoden Trainingspraxis kulturvergleichende Forschung interkulturelle Austauschforschung interkulturelle Trainingsforschung interkulturelle Trainingspraxis Landeskulturunterschiede Heimat- zu Gastland Systemunterschiede Heimat- zu Gastland Unternehmenskultur im Heimatland Unternehmenskultur im Gastland Zielgruppe des Trainings Arbeitsauftrag IPMG 6

7 Methoden der Kulturvermittlung (zusammengestellt aus Gudykunst/ Hammer 1983, ) experimentelle Kulturvermittlung didaktische Kulturvermittlung generelle Kulturvermittlung traditionelles Human-Relations-Training interkultureller Workshop generelle Kultursimulation Contrast American Simulation Selbsterfahrungstechniken Albatros-Übung traditionelle akademische Kurse kulturelle Selbsterfahrung über Video spezifische Kulturermittlung bikulturelles Relations-Training bikultureller Workshop Verhaltensmusteransatz Landeskunde und Sprachtraining Kultur-Assimilator IPMG 7

8 Entscheidungsmodell über Trainingsmaßnahmen zur Vorbereitung eines Auslandsaufenthalts (modifiziert nach Mendenhall/Dunbar/Oddou 1987, 340) IPMG 8

9 Training interkultureller Kompetenz Sprachtraining Kulturtraining Kommunikationstraining Karriereentwicklung und Mentoring Persönliches und Familienleben Quelle: Barmeyer, C. I., Interkulturelles Management und Lernstile, Frankfurt, New York 2000, 273. IPMG 9

10 Trainingsmethoden und Entscheidungshilfen (verkürzt nach Fowler/ Blohm 2004, 79) Maßnahme Trainingsoutput über Kulturen/ kulturvergleichend Adaptiermöglichkeit Unterrichtsstunde Wissen über Kulturen hoch niedrig schriftliches Material computerbasiertes Training Film Wissen Wissen, Fähigkeiten Wissen, Fähigkeiten, Einstellungen hauptsächlich über Kulturen niedrig Erreichbarkeit hoch über Kulturen hoch mittel beides hoch mittel Self Assessment Wissen über Kulturen mittel hoch Fallstudien Simulationen und Spiele Rollenspiele Kunst und Kultur Übungen Kulturanalyse Wissen, Fähigkeiten Wissen, Fähigkeiten, Einstellungen Fähigkeiten, Einstellungen Wissen, Fähigkeiten, Einstellungen Wissen, Fähigkeiten Wissen, Fähigkeiten beides hoch niedrig kulturvergleichend hoch hoch kulturvergleichend hoch niedrig beides hoch hoch kulturvergleichend hoch hoch über Kulturen hoch niedrig IPMG 10

11 Untersuchungsmodell der Anpassung an kulturelle Gegebenheiten (nach Moon/Choi/Jung 2012, 299) IPMG 11

12 Laufbahnsysteme Alternative Entwicklungsmöglichkeiten des Managements (nach Evans/Lank/Farquhar 1989, ) IPMG 12

13 Polen (Scholz, Christian/Böhm, Hans, Human Resource Management in Europe, London (Routledge) 2008, ) What is typical for your country concerning the country itself (its culture, people, etc.) and concerning its economy? Polish people have a perception of the strong position and importance of our country in different respects historical, geographical, economic, cultural. With the economic surge of the 1990s, Poland became the economic tiger of Central Eastern Europe, building on the massive surge in living standards between the beginning of the 20th century and the 1980s. We are a conservative society in some ways, with a lot of respect for tradition, culture, history. Polish people have a different perception of themselves: We are a very open, modern and democratic society and treat everyone as a close friend and with the traditional hospitality for which our country is known worldwide. Poles can do it we are Jacks of all trades. We are proud of our capacity to adapt and ability to handle even very difficult problems; new challenges are our driving force. IPMG 13

14 Polen (Scholz, Christian/Böhm, Hans, Human Resource Management in Europe, London (Routledge) 2008, ) Despite declared high awareness of the personnel function, few companies formulate a HR strategy and even fewer implement it. Implementing personnel strategy requires consistency but also high organisational culture with strategic HRM as its value. Knowledge Management Area Main HR Tasks 1. Knowledge acquisition Ensuring knowledge assets currently necessary and required for the future 2. Creating and using knowledge resources 3. Collecting and transferring knowledge Creating the atmosphere to learn and the motivation to get and use knowledge resources Creating knowledge bases and ensuring access to knowledge resources in the right form, time and context 4. Sharing knowledge Building pro-effective organisational culture orientated to develop knowledge-sharing attitudes IPMG 14

15 Polen (Scholz, Christian/Böhm, Hans, Human Resource Management in Europe, London (Routledge) 2008, ) What would you like to teach foreign HR managers? What is important for them to know in your opinion? Start learning the language! You can expect to meet young managers and executives with a great deal of responsibility for their age (especially in internationally geared sectors of the Polish economy). Try to understand the culture and people. Read up on them before you visit the country. We are very open to international know-how but remember the maxim: Think globally, act locally. IPMG 15

16 Polen (Scholz, Christian/Böhm, Hans, Human Resource Management in Europe, London (Routledge) 2008, ) What are you and your fellow-countrymen extraordinarily proud of, with respect to HRM? Considerable progress and development of Human Resource management: From a purely administrative function before the 1990s to competencies and knowledge management with sophisticated methodologies today. Strong position of HR experts in more and more companies: HR directors play the role of management board members, advisors to executive boards, become partners in business management. Remarkable change in the approach to people management and the perception of the human resource as a company's most important asset. IPMG 16

17 Polen (Scholz, Christian/Böhm, Hans, Human Resource Management in Europe, London (Routledge) 2008, ) It is thus fair to say that in-depth cooperation between academics and practitioners is beneficial for both sides and constitutes an opportunity for developing the Polish science and meeting the current challenges for Polish HRM. In a few words, what would you say is the one fundamental strategic competitive advantage your country offers compared to other places? Location in Europe: The bridge between West and East of Europe with clean environment and tasty foods made only with natural products. Size of the country = size of the market. IPMG 17

18 Polen (Scholz, Christian/Böhm, Hans, Human Resource Management in Europe, London (Routledge) 2008, ) Polish authors emphasize that in the new economy often equated with the knowledge-based economy learning in societies, organisations and among employees becomes the main motor of progress and social development. The awareness that life-long learning is an integral part of professional activity is growing. The main tasks in terms of HRM are incorporating HRM systems and tools, maintaining HRM cohesion, improving managers competencies at the PWPW S.A. Managers Academy, permanent development of qualifications through participation in internal and external training, developing a system of pay based on job appraisal and evaluation, and constructive cooperation with professional organisations. IPMG 18

19 Polen (Scholz, Christian/Böhm, Hans, Human Resource Management in Europe, London (Routledge) 2008, ) What is your advice for a foreign firm entering your country s market? What should managers especially care about and what s more be aware of? Polish people are not very mobile: It is difficult to persuade someone to uproot and move somewhere else. All terms of negotiations are to be confirmed in writing; there are no gentlemen's agreements. There is a lot of bureaucracy for those conducting a business. We prefer a tough management style and clear rules. We love foreigners speaking Polish (at least a few words). We have learnt a very special kind of creativity from our historical experience; we do not always respect formal rules to achieve goals. We love business cards, titles (Mr, director, doctor). Ladies first we respect women, give them flowers, kiss their hands, but not in business situations. IPMG 19

20 Polen (Scholz, Christian/Böhm, Hans, Human Resource Management in Europe, London (Routledge) 2008, ) What would you say one ought not to do? What are the don ts in your country? Be careful with humour, especially in a business context. We are sensitive about religion and politics; it is better to avoid these topics. The statement that productivity is a permanent development of positive features of every employed person in PWPW S.A. has changed the mentality and perceptions of employees: They currently want and are consciously able to improve the quality of their work and bring more added value to products and services. IPMG 20

21 Polen (Scholz, Christian/Böhm, Hans, Human Resource Management in Europe, London (Routledge) 2008, ) What people play key roles in your country? What names should one know? Pope Jan Pawel II (died in 2005). Politicians: President Lech Kaczyński, Lech Walesa, Solidarity. Nobel prize-winners: Maria Skłodowska-Curie, Wislawa Szymborska, Lech Walesa, Czeslaw Milosz. Economists: Leszek Balcerowicz, Hanna Gronkiewicz- Waltz. Sports champions: Adam Malysz, Robert Korzeniowski, Otylia Jędrzejczak, Zbigniew Boniek. Astronomer: Nicholas Copernicus. Composer: Frederick Chopin. IPMG 21

22 Polen Zentralismus Nationalstolz Katholizismus Anpassen: Mitarbeiterorientierung Harmoniebedürfnis Gegensteuern: Autoritätsorientierung Unsicherheitsvermeidung Scholz, Christian/Stein, Volker, Interkulturelle Wettbewerbsstrategien, Göttingen (Vandenhoeck & Ruprecht) IPMG 22

23 Die Competitive-Acceptance-Matrix (für Polen) Ausprägung der Kulturdimension niedrig hoch stark positiv Gegensteuern --- Anpassen Mitarbeiterorientierung Harmoniebedürfnis Bezug zum Geschäftserfolg stark negativ Anpassen --- Gegensteuern Autoritätsorientierung Unsicherheitsvermeidung Nach Scholz, Christian/Stein, Volker, From Cultural Chameleons to Cultural Intelligence: Teaching International Business in the Real World, Paper presented at the Annual Academy of IPMG Management Conference, Boston/MA, August 07,