中文摘要
近年来随着中意间的政治、经济、文化、教育等领域的交流日渐扩大,一向以众
多中小企业著称的意大利政府也积极鼓励中意间双向投资。投资领域逐渐从制造业转
向节能环保等诸多可持续发展领域。在此期间,占意大利机加工市场35%的S集团瞄准
中国市场,于2005年正式在江苏投资1500万欧元兴建了全资子公司-SK公司。公司主
要生产、加工、销售汽车及摩托车用主要零部件,其产品主要配套欧美及国内重型卡
车、农用机械、风能与矿山机械等全球知名厂商,其髙质量的产品备受国内外客户的
广泛好评。本文基于企业在实际管理过程中的方方面面,深入研究意大利SK公司在人
力资管理上因跨文化差异给公司实际管理所带来的利与弊,并分析其实质原因所在,
提出人力资源管理整合设计方案,给公司管理层在今后的管理中作参考。SK经过几年
的发展,从当初的人事管理向人力资源管理方向迈出很大的一步,但可能是意大利独
特的人文环境,给公司在当初的管理中碰到不少难题,本人作为这公司的第一位员工,
恰巧分管人力资源管理工作,经历公司的成长,结合企业的实际人力资源管理的现状,
在本文中着重分析中意两国的文化差异,找出此差异给公司人力资源管理带来的问题,
提出整合设计方案,为企业跨文化经营找到合理的平衡管理模式有一定的借鉴意义。
关键词:跨文化;跨文化人力资源管理;人力资源管理整合;SK公司
Abstract
With the exchanges in the fields of political, economic, cultural, educational and Italy between widening
in recent years, is renowned for many small and medium-sized enterprises, said the Italian government and
Italy also actively encourage two-way investment. The area of investment is gradually shifted from
manufacturing to energy conservation and environmental protection, and many other areas of sustainable
development. During this period, accounting Italy machining market 35% of the S Group is aimed at the
Chinese market in 2005 in Jiangsu Province to invest 15 million euros for the construction of a wholly-owned
subsidiary. The company's main production,processing and sale of automobiles and motorcycles parts, its
major products supporting the world's leading manufacturers of Europe and the United States and the domestic
heavy-duty trucks, agricultural machinery, wind energy and mining machinery and other quality products much
domestic and international customers a wide range praise. Based on all aspects of the enterprise in the actual
management process, in-depth research company in Italy SK pros and cons of the human resources
management to exist due to cross-cultural differences in the actual management of the company, and the
essence of the analysis of the reasons for the companyfs management in reference for future management. SK
After several years of development, from the original personnel management to human resource management
direction has taken a big step, but it may be a unique cultural environment in Italy, to encounter a lot of
problems in the original management company,As this company the employee happens to be in charge of
human resources management, and experience the company's growth,combined with the actual status quo of
human resources management, and cultural differences between China and Italy, analyzed in this article, to find
out this difference to the company's human resources management wiHi to the problem of cross-cultural
business enterprise to find a reasonable balance between management model reference.
Keywords ; Cross-cultural; Cross-cultural management human resource management;
Integration of Human Resource Management; SK