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在中国新兴的人力资源管理问题以及对跨国企业影响的分析

下面的文章将讨论一些在中国新兴的人力资源管理问题，以及分析对跨国企业(外资)的影响。文章伊始，将简要概述中国的经济格局以及将突出显示在全球环境中中国所扮演的角色。这篇文章的目的是为了深入讨论和分析两个主要的新兴的问题，即在当代中国的文化整合和人力资源管理知识的转换，其次，探索缺乏的技能和强调在中国保留现代人力资源管理实践的重要性。

当前的问题的背景信息。

在1970年之前，中国经济格局主要由国有企业所掌握(SOE)(刘,2003)。然而，在1970年代末到1980年代，涉及经济、劳资关系、所有权和其他社会系统的改革为使得外国投资的增加打开了大门，这些外资主要是与国内企业合资(刘易斯,2003)。从那时起，进一步改革发展为民营企业和外商独资企业存在于中国提供了机会。

emerging HRM issues in China and analyse the implications for multi-national enterprises

The following essay will discuss some of the emerging HRM issues in China and analyse the implications for multi-national enterprises (MNE's). Initially, a brief overview of the China's economic landscape will be given and the role that China plays in the global environment will be highlighted. For the purposes of this essay, in-depth discussion and analysis will be on two of the main emerging issues which are the management of culture integration and HRM knowledge transfer in modern China and secondly, addressing the lack of skills and highlighting the importance of retention in China through modern HRM practices.

Background information concerning current issues.

Prior to the 1970's, much of the economic landscape in China was dominated by State-Owned Enterprises (SOE's) (Liu, 2003). However, reforms concerning the economy, labour relations, ownership and other social systems in the late 1970s through to the 1980s opened the door to an increase in foreign investment, which mainly occurred through the joint ventures with domestic enterprises (Lewis, 2003). Since then, further reforms developed the opportunity for privately owned enterprises, and wholly foreign owned enterprises to exist in China.

Due to these significant reforms, the last twenty to thirty years in China has seen its society shift in a number of ways, firstly, from the country being primarily rural farming and agricultural to urban and industrialised, secondly the economy itself shifting from being ‘rigid' and centrally planned to very market orientated. Thirdly, the transition of domestic enterprises from being state owned allocations systems to representing private and collective forms of ownership. Next, there was an evident shift in the culture in China moving from being a socialist mentality dominated by Confucianism to a more diverse society with emerging capitalist values and greater openness to the global community (Wang & Wang, 2006)

These changes according to Selmer (2002) have meant that China has grown into an attractive and important market for international business and this attractiveness has been boosted by China's vast population and its entry into the World Trade Organisation. As China has become inevitably linked to the international economy, it increasingly faces the challenges of globalization which mean enterprises have to adapt to a new, fast-changing environment (Warner, 2008). As such, this type of significant growth for China may hold many implications for managers, because aided by the injection of technology and managerial expertise into China's economic development, China has experienced a significant economic leap forward with increased complexities in people management that have been strongly influenced by political factors, economic factors, and social systems, as well as national culture (Wang & Wan本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。