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The strategy of the Cross-cultural
management of human resources of the American transnational
corporation in China
Introduction:
I am studying and reading plenty of domestic and international
relevant Cross-cultural management and the theory of international
business management go up, combination is regular self for
some views of the management of human resources with multinational
enterprise, for the Cross-cultural enterprise internal specific
the management of human resources campaign, make somewhat,
preliminary discuss.
The purpose of this thesis is to pass the study on the Cross-cultural
management of human resources of American transnational corporations
in China, there is origin of the problem while looking for
out the Cross-cultural management of human resources of American
transnational corporation: the discrepancy of culture.
Full text divides into 4 parts totally.
First part: The Summary of the cross-cultural management of
human resources. Have originally analysed the concept of the
cross-cultural management of human resources , Cross-cultural
management mainly partly.
Second part: have analysed the American transnational corporations
in the investment condition of China, Have analysed the difference
in culture between China and U.S.A..
3th part : Tactics of the cross-cultural management of human
resources . Originally four subsystems of the management of
human resources from Cross-cultures: Personnel are employed
selectively, staff training , personnel check and rate, personnel's
remuneration set out, make a concrete analysis of the tactics
of the cross-cultural management of human resources.
The part of 4th: On the basis of the above research, offer
some feasible suggestions and countermeasures for the cross-cultural
management of human resources of enterprises that U.S.A. makes
an investment in China.
This paper option the American investment enterprise of China
is research object reason is as follows : the American investment
that Chinese reality first uses take the Chinese great proportion
that uses the amount of foreign capital , American enterprise
the direct investment in Chinese continent and the investment
project head of other several countries. Secondly, the level
of economic growth, the culture of main stream, ideology as
well as the social system of China and America have huge discrepancy
, have typicalness and representative more in the aspect of
cultural conflict. 3th, the transnational corporation of America
invests in or opens joint ventures in China, no matter for
Chinese manager, is still American manager , is brand-new
experience , this kind of management experience has universal
extending meaning.
1. The general state of the cross-cultural management of
human resources.
For near some year, the problem of the cross-cultural management
arouses the solicitude of people increasingly, the cross-cultural
management has formed and developed gradually to become a
burgeoning edge subject . the cross-cultural management of
human resources is regarded as a branch of the cross-cultural
management, its research do not be yet for people place universal
understanding. So, before carrying on the further discussion
to the concrete content of the cross-cultural management of
human resources, we define some rudimentary knowledges about
the cross-cultural management of human resources first .
This chapter includes mainly:
·The intension of the cross-cultural management of human resources.
·Particularity of the management of human resources of transnational
corporation.
·Influence of centdpetal tendencless
·Prejudice to foreign executives of the citizen of host country;Obstacle
of the information sharing.
·etc.
·1.1 The intension of the cross-cultural management of human
resources
·1.1.1 The definition of culture
About the definition of culture, so far the knowledge that
still has no a unification.(以下是正文略)
1.1.2 The definition of Cross-cultural management and the
discrepancy of 3 levels 7
1.1.3 Definition of the cross-cultural management of human
resources 8
1.2 Particularity of the management of human resources of
transnational corporation 9
1.3.1 In the face of different culture of the host country
and management mode 9
1.3.2 Influence of centdpetal tendencless 10
1.3.3 Prejudice to foreign executives of the citizen of host
country 11
1.3.4 Obstacle of the information sharing 12
1.3.5 Implement the difficulty of unified personnel system
, examination and remuneration standard 13
2. Investment situation in China in U.S.A.and the difference
on management culture between China and U.S.A. 13
2.1 Basic situation of the American transnational corporation
in China 14
2.1.1 Current situation of investment in China of transnational
corporation of U.S.A. 14
2.1.2 Characteristic that the American transnational corporations
make an investment in China 15
2.2 Analysis of the difference on management culture between
China and U.S.A. 16
2.2.1 The difference of value and origin cause of formation
17
2.2.2 Difference on the thought of management and origin cause
of formation 18
2.2.3 The difference of decision style and origin cause of
formation 18
3. Analysis of the cross-cultural management of human resources
tactics of American transnational corporation 20
3.1 Analysis of the cross-cultural tactics that employs selectively
of transnational corporation 20
3.1.1 The difference of culture, to the influence that employs
selectively 21
3.1.2 Personnel's source of the transnational corporation
21
3.1.3 Standard which the personnel of cross-cultural enterprises
employ selectively 23
3.2 Analysis of the cross-cultural training tactics 24
3.2.1 Impact on Cross-cultural enterprise's staff training
of difference of culture 25
3.2.2 Content of Cross-cultural training 25
3.2.3 Form of Cross-cultural training 27
3.2.4 Intensity that Cross-cultural trains 29
3.3 Tactics that Cross-cultural of transnational corporation
checks and rate 29
3.3.1 The difference of culture, to the influence that is
checked and rate 29
3.3.2 Persons who check and rate of Cross-cultural enterprises
30
3.3.3 The indexes checked and rate of Cross-cultural enterprises
31
3.4 Analysis of the tactics of the remuneration 32
3.4.1 Impact on personnel's remuneration in Cross-cultural
enterprises of the cultural difference 33
3.4.2 Content and forming of the remuneration 33
3.4.3 Payment way of the remuneration 37
4. Perfect the countermeasure and suggestion of the tactics
of the management of human resources of American transnational
corporation in China 38
4.1 Countermeasure and suggestion of the values 39
4.2 Countermeasure and suggestion which the organization designs
40
4.3 Countermeasure and suggestion of localized strategy 41
4.4 Countermeasure and suggestion of staff's quality training
42
5. Conclusion 43
Reference material 44
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