2. 外语
  3. 谢谢主席先生!今天能有这样的机会来与大家共同探讨跨国公司的管理问题，我感到很荣幸。在这里，我想以壳牌国际公司作为案例，向大家介绍它的相关管理问题，希望对各位有所启发。 壳牌国际公司是一家全球性石油公司，联合总部设在英国伦敦与荷兰海牙。该公司雇用10

谢谢主席先生!今天能有这样的机会来与大家共同探讨跨国公司的管理问题，我感到很荣幸。在这里，我想以壳牌国际公司作为案例，向大家介绍它的相关管理问题，希望对各位有所启发。 壳牌国际公司是一家全球性石油公司，联合总部设在英国伦敦与荷兰海牙。该公司雇用10

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问题     谢谢主席先生!今天能有这样的机会来与大家共同探讨跨国公司的管理问题，我感到很荣幸。在这里，我想以壳牌国际公司作为案例，向大家介绍它的相关管理问题，希望对各位有所启发。
    壳牌国际公司是一家全球性石油公司，联合总部设在英国伦敦与荷兰海牙。该公司雇用10多万人，其中约5500人曾作为侨民在国外生活和工作过至少一次。壳牌公司雇用的侨民形形色色，有70多种民族身份，分散在100多个国家。公司早已认识到，作为一家全球性公司，其成功的关键在于它拥有一支具有国际流动性的作业队伍。然而，到了20世纪90年代初，壳牌公司发现为海外的岗位招聘要员比以前更困难。为了弄清原因，公司于1993年采访了200多名侨民雇员以及他们的配偶，以此确定他们最为关心的问题。采访得来的数据被用来做成一份调查表，分发给17000名在职和退休的侨民雇员、侨民的配偶和那些拒绝海外分配的雇员。
    对这份调查表的回应率高达70％，清楚地表明了许多雇员对调查内容很重视。据调查结果，影响雇员接受海外分配的因素有五个，按主次排列，分别是：(1)离别了正在上中学的孩子(英国与荷兰的侨民在国外工作的时候，其孩子都在本国上寄宿学校)；(2)牺牲了配偶的事业和就业；(3)调动时无法与配偶打招呼和商量；(4)对于调动无法提供足够的信息和协助；(5)健康方面的问题。
    壳牌公司于1994年推行了一系列方案，致力于解决部分问题。为了帮助解决孩子的教育问题，公司在侨民较集中的雇员所在地建立了小学；至于中学教育，则与当地学校合作，往往是给地方学校拨款以帮助它们提高教学水平。公司还提供教育辅助项目以帮助侨民把孩子送往工作所在国的私立学校就读。
    帮助员工的配偶解决工作问题倒是一个更为难的事情。据调查，壳牌公司外派职员的随行配偶中，有一半人在调动前是有工作的。而一旦这些员工被当作侨民分配到海外工作时，配偶中只有12％的人能找到工作，33％的人希望有份工作。壳牌公司为此设立了一个配偶就业中心来解决这个问题。在员工接受海外分配期间，该中心可以为他们的配偶提供就业咨询或帮助他们寻找就业机会。壳牌公司还同意贴补高达80％的职业培训费、进修费或重新认证费；为每次海外分配所贴补的金额也高达4400美元。
    谢谢大家!
选项
答案 Thank you, Mr. Chairman. I am privileged to be here today to share with you my opinion about the management of a multi-national company. In the following I’d like to introduce the relevant management of Shell International and hope that it will shed light on your future work. Shell International is a global petroleum company with headquarters in both London of the U. K. and Hague in the Netherlands. The company employs over 100,000 people, approximately 5, 500 of whom are at any one time living and working as expatriates. The expatriates at Shell are a very diverse group, made up of over 70 nationalities and located in more than 100 countries. Shell has long recognized that as a global corporation, the international mobility of its work force is essential to its success. By the early 1990s, however, Shell was finding it harder to recruit key personnel for foreign posts. To discover why, the company in 1993 interviewed more than 200 expatriate employees and their spouses to determine their biggest concerns. The data were then used to construct a survey that was sent to 17, 000 current and former expatriate employees, expatriates’ spouses, and employees who had declined international assignments. The survey registered a phenomenal 70 percent response rate, clearly indicating that many employees thought this was an important issue. According to the survey, five issues had the greatest impact on the willingness of an employee to accept an international assignment. In order of importance, these were (1) separation from children during their secondary education (the children of British and Dutch expatriates were often sent to boarding schools in their home countries while their parents worked abroad), (2) harm done to a spouse’s career and employment, (3) a failure to recognize and involve a spouse in the relocation decision, (4) a failure to provide adequate information and assistance regarding relocation, and (5) health issues. In 1994, Shell implemented a number of programs designed to address some of these problems. To help with the education of children, Shell built elementary schools for Shell employees where there was a heavy concentration of expatriates. As for secondary school education, it worked with local schools, often providing grants, to help them upgrade their educational offerings. It also offered an education supplement to help expatriates send their children to private schools in the host country. Helping spouses with their careers is a more vexing problem. According to the survey data, half of the spouses accompanying Shell staff on assignment were employed until the transfer. When expatriated, only 12 percent were able to secure employment, while a further 33 percent wished to be employed. Shell set up a spouse employment center to address the problem. The center provides career counseling and assistance in locating employment opportunities during an international assignment. The company also agrees to reimburse up to 80 percent of the costs of vocational training, further education, or re-accreditation, up to $ 4, 400 per assignment. Thank you!
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