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Question

随着全球经济与文化的联系日益深入，为了在激烈的市场竞争中取得竞争优势和主动权，越来越多的企业走出国门，在全球范围内寻求资源的有效配置，与此同时，中西方 文化差异给企业人力资源管理提出了新的课题。企业的人力资源管理在很大程度上受到一个国家文化，包括价值观念、思维方式和社会习俗的 影响与制约。文化影响着企业的招聘方式、晋升、绩本效评估方法等一系列人力资源管理政策。例如，在跨国公司设计薪酬时，要考虑不同国家的不同看法。中国人把加工资同公共效益挂钩而外方则与物价指数、通货膨胀等因素相联系。同样，在提拔干部时，中国人重视政治素质资历和人际关系，而外方则量才而行。 因此，跨国公司的人力资源需以企业为整体，以管理者对本土文化和当地文化的熟悉程度，对当地文化的适应力、融合力为条件选拔。中西方文化差异对于企业的人力资源管理来说是把双刃剑，由于文化差异导致的管理理念和交往上的差异，使企业制定人力资源管理战略的难度增大。实践证明，由于不同文化背景的人因价值取向和行为方式的不同而产生的文化摩擦，是跨国公司经营与管理失败并使其全球战略的实施陷入困本境的根本原因之一。传统人力资源管理中，成员有共同的价值观，管理环境单一，在跨国企业中，成员有不同的文化背景，管理组织难度较大。但中西方文化差异也使人力资源管理职能更加多样化，并且促使人力资源管理的实现方式发生变化，提高了人力资源管理在企业中的地位。

Answer 1

随着全球经济与文化的联系日益深入，为了在激烈的市场竞争中取得竞争优势和主动权，越来越多的企业走出国门，在全球范围内寻求资源的有效配置，与此同时，中西方 文化差异给企业人力资源管理提出了新的课题。
As the global economy and culture of the increasingly deep contact, in order to in the fierce competition in the market gain a competitive advantage and the initiative, more and more companies out of the country in the global scope for efficient allocation of resources, and at the same time, the Chinese and western cultural differences to the enterprise human resources management put forward the new subject.

企业的人力资源管理在很大程度上受到一个国家文化，包括价值观念、思维方式和社会习俗的 影响与制约。
The enterprise of human resource management in a great extent by a national culture, including value concept, way of thinking and social customs of the influence and restriction.

文化影响着企业的招聘方式、晋升、绩本效评估方法等一系列人力资源管理政策。
Cultural influence on the enterprise recruitment methods, promotion, the performance evaluation methods and so on a series of effective human resources management policy.

例如，在跨国公司设计薪酬时，要考虑不同国家的不同看法。
For example, in multinational company design salary, want to consider the different views of different countries.

中国人把加工资同公共效益挂钩而外方则与物价指数、通货膨胀等因素相联系。
Chinese to raise public benefit and the link with the commodity price index, and inflation associated factors.

同样，在提拔干部时，中国人重视政治素质资历和人际关系，而外方则量才而行。
Also, in promoting cadres, the Chinese takes the political quality qualification and interpersonal relationship, and the foreign party is only and do it.

因此，跨国公司的人力资源需以企业为整体，以管理者对本土文化和当地文化的熟悉程度，对当地文化的适应力、融合力为条件选拔。
Therefore, the multinational companies, human resources and enterprise to overall, with regulators to native culture and local culture familiar degree, the resilience of local culture, fusion power for conditions selection.

中西方文化差异对于企业的人力资源管理来说是把双刃剑，由于文化差异导致的管理理念和交往上的差异，使企业制定人力资源管理战略的难度增大。
Chinese and western cultural differences for the human resources management is a double-edged sword for, due to cultural differences in management concept and the intercourse differences, causes the enterprise to make the human resources management strategy of increased the difficulty.

实践证明，由于不同文化背景的人因价值取向和行为方式的不同而产生的文化摩擦，是跨国公司经营与管理失败并使其全球战略的实施陷入困本境的根本原因之一。
Practice has proved, due to the different culture background of value orientation and behavior from the different cultural friction, is a multinational company operation and management and make the failure of the implementation of the global strategy in this side of trapped fundamental reason.

传统人力资源管理中，成员有共同的价值观，管理环境单一，在跨国企业中，成员有不同的文化背景，管理组织难度较大。
Traditional human resource management, members of a common values, management environment of a single, in a multinational company, members have different cultural background, management organization is difficult.

但中西方文化差异也使人力资源管理职能更加多样化，并且促使人力资源管理的实现方式发生变化，提高了人力资源管理在企业中的地位。
But Chinese and western cultural differences and human resource management functions more diverse, and prompted human resources management way of implementing change, improve the human resources management in enterprise's status.

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Answer 2

翻译;As the global economic and cultural ties with increasing depth, in the fierce competition in the market to obtain competitive advantage and initiative, more and more enterprises go out of the country, in the global context for the efficient allocation of resources, at the same time, differences between Chinese culture and Western culture to enterprise human resource management offerred new task. Enterprise human resource management to a large extent by the culture of a country, including the concept of value, mode of thinking and social customs of the influence and restriction. Cultural influence enterprise recruitment, promotion, performance evaluation method of the effect of a series of human resource management policy. For example, in transnational corporation design compensation, to consider the different national view. Chinese put pay to public benefits and the hooks and prices, inflation and other factors linked to. Similarly, in the promotion of cadres, Chinese attach importance to political quality qualifications and interpersonal relations, but is only. Therefore, human resources for enterprises as a whole, to management of the local culture and local culture familiarity, on the local cultural adaptation, fusion power condition selection. Differences between Chinese and Western culture for enterprise human resource management is a double-edged sword, due to cultural differences lead to the ideas of management and communication differences, causes the enterprise to develop the strategy of human resources management becomes more difficult. Practice has proved, because people from different cultural backgrounds because of value and behavior which are caused by different cultural friction, is a multinational corporation management failure and its global strategy in trapped the exit is one of the fundamental reasons. The traditional human resource management, members have common values, management environment in a single, transnational enterprise, members of different cultural background, management difficulty is greater. But the differences between Chinese culture and Western culture makes the functions of human resource management are more diverse, and urges the human resources management way to achieve change, improve the human resources management in enterprise's status.