magistrsko delo
Tina Vijačko (Author), Sonja Treven (Mentor)

Abstract

Ko se podjetje odloči za širjenje izven meja domače države, vstopi na t. i. globalni trg. Zaradi majhnosti domačih gospodarstev, vse večje konkurence, potreb po povečanju tržnih deležev in vse zahtevnejših kupcev, se za globalno udeležbo odloča vse več podjetij. Globalizacija je povzročila precejšnje spremembe in močno povečala kompleksnost mednarodnih podjetij, tudi z vidika managementa človeških virov. Zaradi neločljivosti z osrednjo tematiko zato v začetnem delu magistrskega dela pišemo o globalizaciji in njeni vpetosti v mednarodni management človeških virov. Ključno področje mednarodnega managementa človeških virov je upravljanje izseljenih delavcev. Organizacije se poslužujejo mednarodnih napotitev iz različnih razlogov. Pri kadrovanju v tujih podružnicah lahko izbirajo med različnimi sodelavci. Izseljeni delavci so posebna kategorija zaposlenih, ki so za najmanj eno leto napoteni na delo v tujo državo (Littrell in dr. 2006, v Joshua-Gojer, 2012, 48). Njihove temeljne funkcije običajno zajemajo nadzor enote, širjenje organizacijske kulture in vrednot podjetja, prenos znanja, vzpostavljanje novih mrež in povezovanje organizacijskih enot. Upravljanje izseljenih delavcev tako za posameznika kot za organizacijo predstavlja poseben izziv. Zato je precejšen del naloge namenjen problematiki mednarodnih napotitev in upravljanju zaposlenih v mednarodnih podružnicah. Uspeh izseljenega delavca je močno odvisen od ustreznosti izbire le-tega. Tako je nujno, da mednarodna organizacija pred izbiro pretehta ključne prednosti in slabosti, ki jih prinaša zaposlovanje posameznih vrst zaposlenih. V naslednji fazi mora skrbno določiti natančne kriterije izbire. Ti običajno temeljijo na strokovnem znanju, osebnih značilnostih, sposobnostih sprejemanja drugačnih kultur, prilagodljivosti, družinski situaciji in mednarodnih izkušnjah. Mnogokrat so izseljeni delavci pri delu v tujini manj uspešni, kot se od njih pričakuje, kar lahko ima za posledico predčasno vrnitev v matično državo. Razlogi za neuspeh izseljenih delavcev so mnogi. Največkrat so povezani z nezadovoljstvom, slabo prilagoditvijo zaposlenega ali/in njegove družine, kulturnim šokom, nesprejemanjem s strani lokalne skupnosti, pa tudi z nezadostnim medkulturnim usposabljanjem pred odhodom v tujino. Dobro medkulturno usposobljeni in novi kulturi prilagojeni managerji, z ustreznimi tehničnimi kompetencami ter z občutkom do drugačnega in tujega, lahko precej pripomorejo k uspešnemu delu podružnice. Kljub številnim poudarkom o koristnosti, medkulturno usposabljanje ne dosega veljave kot bi pričakovali. V praktičnem delu naloge smo tematiko upravljanja izseljenih delavcev, predvsem usposabljanja, navezali na izbrano organizacijo. Osnovnim podatkom o organizaciji sledi natančna predstavitev upravljanja napotenih delavcev ter njihovega usposabljanja za delo v tujini. Nalogo smo zaključili z analizo ankete o usposabljanju napotenih delavcev v Mercatorju in napotki za obravnavo medkulturnega usposabljanja v prihodnje.

Keywords

delavci;izseljenci;človeški viri;management človeških virov;mednarodni trg;izobraževanje;usposabljanje;globalizacija;

Data

Language: Slovenian
Year of publishing:
Typology: 2.09 - Master's Thesis
Organization: UM EPF - Faculty of Economics and Business
Publisher: [T. Kante]
UDC: 331.53
COBISS: 11480604 Link will open in a new window
Views: 1994
Downloads: 277
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Other data

Secondary language: English
Secondary title: Expatriate training in selected organization
Secondary abstract: Whenever an organization decides to expand beyond home country borders, it enters the so called »global market«. Limited national economies, fierce competition, need for enlargement of market shares and demanding customers are the main reason why more and more organizations decide to go global. Globalization has caused huge changes and enlarged the complexity of multinational organizations, including the field of human resource management. Because of inseparability with the main topic, we decided to write about globalization and its integration in international human resource management at the beginning of the paper. The core field of international human resource management is expatriate management. Organizations decide for international assignments for different reasons. Starting business in foreign country enables them to choose between different types of human resources. Special category present expatriates. Expatriates are employees, who decide to take a job in a foreign country for at least a year (Littrell et al 2006 in Joshua-Gojer 2012, 48). Their key functions usually include control of foreign organizational unit, expanding of organizational culture and its values, knowledge transfer, networking, linking of different organizational units etc. Expatriate management is a special challenge not only for an individual, but for the organization as well. Therefore, relatively large part of the paper gives attention to international assignments and expatriate management in foreign subsidiaries. Success of an expatriate largely depends on its appropriate selection. Thus, it is essential for any multinational organization to find out what the key advantages and disadvantages of employing different types of employees in foreign subsidiary are. The Next phase focuses on defining the specific expatriate selection criteria. Usually they consist of professional knowledge, personal characteristics, sense for other individuals and cultures, flexibility, family situation and international experiences. It often happens, that international employees are not as successful in their international assignments, as many expect. This results in early return of expatriates in their home country. Reasons for their failure are numerous. They are mostly expressed with dissatisfaction of expatriate, poor adjustment of an employee or his/her family, culture shock, non-acceptance of host community and also with poor or unsuitable cross-cultural training. Culturally well trained and new culture adjusted managers, with suitable technical competence, sense of different or unknown situations and people, can aid in the improvement of foreign subsidiary considerably. Despite the consistent emphasis of its effectiveness, the importance of cross-cultural training often remains neglected. In practical part of a paper we focus on expatriate management, particularly on expatriate training in selected organization. Firstly we introduce the selected organization, then we explain organization's integration in global atmosphere and after that follows detailed expatriate management introduction, specially expatriate training. We complete our paper work with practical research, consisting of questionnaire about expatriate training in Mercator, followed by directions for its future treatment.
Secondary keywords: globalization;international assignment;multinational company;international human resource management;expatriate;adjustment;success;repatriation;training;cross-cultural training.;
URN: URN:SI:UM:
Type (COBISS): Master's thesis/paper
Thesis comment: Univ. v Mariboru, Ekonomsko-poslovna fak.
Pages: 146 str.
ID: 8726391