英语翻译This paper presents a geocentric theory of international human resource management (Heenan&Perlmutter,1979)based upon ethical differences between a multinational organization and the host culture(s)in which it operates.A geocentric approa

英语翻译This paper presents a geocentric theory of international human resource management (Heenan&Perlmutter,1979)based upon ethical differences between a multinational organization and the host culture(s)in which it operates.A geocentric approa
英语翻译
This paper presents a geocentric theory of international human resource management (Heenan&Perlmutter,1979)based upon ethical differences between a multinational organization and the host culture(s)in which it operates.A geocentric approach tailorshuman resource management policy to a multinational's needs in a particular country or region.Thus,a geocentric approach uses global,as well as indigenous practices,and deploys human resources to their best uses.Based on extant literature,it is theorized that there is cross-cultural variation in the way that ethical decisions are made.Collective cultures tend to follow teleological ethical decision-making processes,whereas more individualistic cultures follow deontological processes.Drawing on transaction cost economics and social contracts theory,it was suggested that human resource practices can potentially affect third parties and therefore influence the relationship between organizations and society.This issue is particularly relevant to multinational organizations doing business in cultures that follow different patterns of ethical behaviors,or are ethically distant.Multinational organizations that are ethically distant from their host cultures are more likely to be perceived of as opportunistic,and prone to committing perceived breaches of ethics.This phenomenon might raise the costs of doing business in a particular location and lower organizational performance.However,the problems raised by ethical distance can potentially be managed by the appropriate approach to international human resource management.Where ethical distance is low,organizations may be able to transplant practices and utilize managers from their home country.Thus,an ethnocentric approach may be acceptable when ethical distance is low.However,a more polycentric approach may enhance ethical decision-making capacity as ethical distance increases.Organizations that adopt a polycentric approach in this context may have a more ethical reputation(perceived of as less opportunistic)and commit fewer ethical violations.Ultimately,this may enhance organizational performance.This theory has several implications for human resource management practice and future academic research.First,it suggests that ethics and cultural values are an important contingency to consider in setting human resource policy when entering or expanding activities in a foreign market.Ethical considerations will influence how human resources are deployed.The above discussion argues that the extensive use of expatriates(i.e.,an ethnocentric approach)should be limited to circumstances,where ethical distance between the multinational organization and the host culture is low.This would seen highly relevant given the high cost of training and compensating expatriate managers(Copeland&Griggs,1985;Misa&Fabriacatore,1979),and the high failure rate of expatriate assignments(Tung,1982).Ethical distance may also play an important role in explaining expatriate success.
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英语翻译This paper presents a geocentric theory of international human resource management (Heenan&Perlmutter,1979)based upon ethical differences between a multinational organization and the host culture(s)in which it operates.A geocentric approa
本文介绍了国际人力资源管理（地心说理论希南与浦大卫,1979）基于之间的跨国组织和东道国文化（S在其中）伦理分歧它operates.A地心办法tailorshuman资源管理政策,以跨国公司的需要在一个特定国家或region.Thus,地心方法使用一个全球性的,以及土著做法,并部署人力资源的最佳现存文献uses.Based,它是理论化,有跨文化中的道德决策的方式变化.集体文化倾向跟随目的论的道德决策过程,而更多的个人主义文化遵循义务论的过程.在交易成本经济学和社会契约论画,有人认为,人力资源的做法都可能影响第三方的影响,因此,各组织之间的关系和society.This问题做特别相关的文化中遵循不同模式的商业伦理的跨国机构行为,或者是伦理道德上的主机从遥远的distant.Multinational组织文化更可能被认为是机会主义的,容易犯知觉ethics.This违规现象可能会提高对做好一个特定的位置和企业的成本降低组织performance.However,由道德的问题距离有可能被提出适当的方式处理国际人力资源management.Where伦理距离低管理,组织可以移植的做法和利用本国的管理人员.因此,一个种族优越感的方式是可以接受的道德距离low.However时,更多中心的方法,可以提高道德决策的伦理是在这方面采取多中心的助跑距离increases.Organizations能力可能有更多的道德声誉（知觉为减少机会主义）,少道德violations.Ultimately,这样可以加强理论performance.This已组织人力资源管理实践和未来的学术research.First几方面的含义,它表明,道德和文化价值是一个重要的考虑设置应急人力资源政策时,进入或扩大在外国market.Ethical考虑活动将如何影响人力资源是上述讨论deployed.The认为,广泛使用的外籍人士（即,一个种族优越感的方式）应限于情况下,如果与跨国公司的组织与东道国的文化道德的距离low.This将出现高度相关鉴于培训成本高,补偿外籍管理人员（科普兰＆格里格斯,1985;米萨与Fabriacatore,1979）,和高失败率的外籍转让（东,1982年）.伦理的距离可能也发挥了重要作用外籍解释成功.

本文提出一种以国际人力资源管理理论Heenan&Perlmutter(1979年),基于伦理之间的差异与跨国组织文化(s),则必须依照地心方法,tailorshuman资源管理政策的跨国的需求,在某一特定国家或地区因此,地心方法使用全局,以及本土实践、调配校内人力资源,他们最好使用现存文献的基础上,从理论上讲,有文化变化的伦理的决定是. 集体的文化倾向于遵循伦理决策过程,而目的论更个性化的文化跟d...

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本文提出一种以国际人力资源管理理论Heenan&Perlmutter(1979年),基于伦理之间的差异与跨国组织文化(s),则必须依照地心方法,tailorshuman资源管理政策的跨国的需求,在某一特定国家或地区因此,地心方法使用全局,以及本土实践、调配校内人力资源,他们最好使用现存文献的基础上,从理论上讲,有文化变化的伦理的决定是. 集体的文化倾向于遵循伦理决策过程,而目的论更个性化的文化跟deontological过程图上的经济和社会契约交易成本理论为基础,提出了人力资源管理实践的可能的影响,因而影响第三方组织和社会关系…这个问题特别相关的跨国机构做生意的文化,有著不同的模式,或者是伦理道德的行为远跨国公司的组织,从他们的主人文化道德远更有可能被认为是投机取巧、易于实施感知违反道德这种现象可能会增加成本,在某一特定地点做生意,降低企业的经营绩效然而,所提出的问题可能是管理伦理的距离,以适当的方式来国际人力资源管理在伦理的距离很低,组织可以移植的实践和利用经理从本国因此,这个种族主义的方法是可以被接受的伦理的距离是低的时候然而,更可以提高多和伦理道德决策能力距离增加方法采用多组织,在这种情况下会有更多的道德名声(感知),少少投机取巧的道德侵害最终,这可以提高组织绩效的. 这一理论有意义的人力资源管理实践和未来的学术研究. 首先,它表明道德和文化价值观是重要的应急考虑在人力资源政策进入或扩大活动在国外市场上伦理考量将影响到人力资源部署在. 上述讨论认为广泛使用的外籍人士(即这个种族主义的方法),应限制的情况下,在伦理之间的距离与跨国公司文化是低这就看到了高度相关的高成本和补偿外籍经理培训,1985,Misa&Fabriacatore Copeland&Griggs(1979年),高失败率,愤怒的习题集(1982).Ethical董建华,距离可能也起着重要的作用,在解释外籍人士的成功。

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