员工自愿性流动中国HJ公司国际化战略影响的实证分析

硕士学位
专业：MAIBA（国际商务管理）
Acknowledgements
Abstract
Glossary
Chapter 1：Introduction
1.1员工自愿性流动与中国企业国际化战略
1.1.1国际化战略已经成为中国企业发展的趋势
1.1.2人才的自愿性流动问题困扰并阻碍着这些企业
1.1.3成功的企业国际化战略需要正确面对员工自愿性流动
1.2文章各部分主要内容
Chapter 1：内容摘要
Chapter 2：内容摘要
Chapter 3：内容摘要
Chapter 4：内容摘要
Chapter 5：内容摘要
Chapter 6: 内容摘要
Chapter 7: 内容摘要

Chapter 2：Literature Review
2.1员工自愿性流动理论
2.1.1员工自愿流动的概念
2.1.2员工自愿流动率
2.1.3企业所面临的员工自愿性流动现状
2.2员工自愿性流动的原因分析
2.2.1对现有工作缺乏兴趣和激情
2.2.2对公司薪酬体系不满
2.2.3对企业发展前景缺乏信心
2.2.4不适应企业文化及领导的管理风格
2.2.5其它个人原因
2.3员工自愿性流动对企业发展的影响
2.3.1员工自愿性流入对企业发展的影响
（1）引入国际化的管理思想及模式
（2）引入国际先进的技术与知识
（3）带来成熟的客户资源
（4）带来新的国际运作模型
2.3.2员工自愿性流出对企业发展的影响
（1）员工流失增加企业的运营成本
（2）员工流失间接或直接影响公司绩效
（3）员工流失危害公司企业文化
2.4员工自愿性流动与企业国际化战略
2.4.1企业国际化战略需要优秀人才
2.4.2员工自愿性流动给企业吸纳国际化人才提供了渠道
2.4.3员工自愿性流动给企业国际化战略实施带来负面影响
2.4.4成功对待员工自愿性流动成为企业国际化战略成败的关键
2.5员工自愿性流动的对策
2.5.1 营造国际性色彩的企业文化
2.5.2提供员工个人发展、晋升制度
2.5.3进行薪酬体系优化
2.5.4进行管理模式优化
2.5.5更新人才管理思路和模式

Chapter 3：Case studies---HJ公司的员工自愿性流动案例分析
3.1 HJ公司所面临的员工自愿性流动问题
3.1.1 HJ公司简介
3.1.2HJ公司的国际化战略
3.1.3HJ公司面临员工流失困境
3.2 HJ公司顺应国际化战略的员工自愿性流动对策
3.2.1进行人才规划和编制调整
3.2.2调整薪资结构和水平
3.2.3出台人才流失管理及预警体系
3.2.4制定配套人才管理措施
3.2.4积极吸纳国际化人才
3.3HJ公司应对国际化战略人才管理的评价
3.3.1有助于成功实现国际化战略
3.3.2仍有需要改进和完善的地方

Chapter 4：Methodology
4.1定性研究
4.1.1定性分析简介
4.1.2员工自愿性流动市场调查及问卷分析
4.2 SWOT分析
4.2.1优势分析
4.2.2劣势分析
4.2.3机会分析
4.2.4威胁分析
4.3 PEST分析
4.3.1政治情况分析
4.3.2经济情况分析
4.3.3社会情况分析
4.3.4技术情况分析

Chapter 5： Conclusion
5.1HJ公司员工自愿性流动案例对中国其他企业国际化战略的启示
5.2HJ公司员工自愿性流动措施的一些建议

Chapter 6：Reflections
6.1本文的写作收获
6.2文章的主要写作思路
6.3写作过程中遇到的问题及解决
6.4本文的不足及反省
Appendices ：
Bibliography：

to discuss the influences on employees voluntary turnover in xxx company
员工自愿性流动中国HJ公司国际化战略影响的实证分析

Abstract
Chapter 1：Introduction
With the implementation of the opening up policy, especially after the accession of WTO, transnational companies have entered into the market of China, bringing foreign funds and advanced technologies. Domestic competition within China has involved many international factors and has become even fierce.
Meanwhile, some powerful Chinese enterprises with visions come started to implement international operation strategy. The result is that many enterprises have encountered failures. And the key factor is not technology or funds but the turnover of international talents.
A new round of voluntary turnover of staff has forced many domestic high-tech corporations faced with the same one problem: lack of talents. Serious turnover of talents have resulted into the great crises for many enterprises, which has posed a big threat on the long term development of enterprises. How to prevent employee voluntary turnover and to make the talents stay within the enterprise has become an unavoidable problems for the management of China's domestic high-tech enterprises.
Research on voluntary turnover ratio of international talents has significant implication for the carrying out of international strategy. Without enough human resource reservation, the continuity of human resources and the core competency of enterprises would not be guaranteed. Therefore, active human resource strategy has to be adopted in the human resource management of enterprises in order to prevent the occurrence of domino effect.
Voluntary turnover of employees brings not only benefits but also damage to the carrying out international strategy. Among them, the benefits may possibly include:
Internationalization strategy in China's enterprise is a quite complex project. Joining of more transnational talents would bring with them advanced international managerial concepts.
In the pattern of international talents turnover, it is a good opportunity for China to attract international talents under the context of free and voluntary employee turnover.
The import of international talents and technical experts is indispensable for Chinese enterprises to participate in international competition, free and voluntary talents turnover make it true.
As it is a big challenge for Chinese corporations to involve in the international chain of purchase, supply and distribution, the employment of international talents becomes the first choice for them to meet with the challenge. With mature customer group (resource) behind the international talents, they can help Chinese corporations to save a great deal of money and labor in customer development and maintain.
To apply with international business common practice will help the Chinese economy go towards the world, cut the transaction cost of Chinese corporations and push the international trade and economy cooperation. It is a short cut for Chinese enterprises to know and apply with international common practice by employment of international talents who know well.
Negative impact from the voluntary turnover of employees mainly includes the following aspects.
Voluntary employee turnover will increase the operating cost of enterprises. It is no doubt that the higher replacement cost of voluntary employee turnover will give more pressure on enterprises in the competition with its peers.
Employee turnover will influence the performance of enterprises directly or indirectly。Quit of talents who has the core technology or business proprietary information most likely lead to the leak out of enterprise key technology or business proprietary information； Quit of senior management talents will lead to operation and business failure, even a drowned company.； The quit of professional technicians in high-tech enterprises most likely does great harm to enterprises due to technology gap.
Employee turnover most likely brings mental impact to other employees and harm the public image of enterprises.