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论文编号：	14023
作者编号：	2320200344
上传时间：	2023/6/7 19:48:18
中文题目：	在华日企天津斯坦雷电气科技（TST）人力资源管理改进策略研究
英文题目：	Research on human resource management improvement strategy of Tianjin Stanley Electric Technology (TST) which is a Japanese enterprise in China
指导老师：	杨斌教授
中文关键字：	在华日企；中日比较；天津斯坦雷电气科技；人力资源管理
英文关键字：	Japanese Enterprises in China; Comparison Between China and Japan; Tianjin Stanley Electric Technology; Human Resource Management
中文摘要：	2022年是中日邦交正常化50周年。回顾这50年中日经济交往的历史，经历了开始、加速增长、巅峰、趋于平稳的阶段。中国由于廉价的劳动力、完整成熟的供应链、庞大的消费市场、完善的基础设施等因素，成为了日本海外投资的第一大国。特别是日本汽车制造业自上世纪90年代在中国投资建厂以来，不仅将新的知识与技术带到了中国，还给中国带来了大量的工作岗位，日系整车厂与其各级供应商对中国汽车行业的发展和劳动力就业做出了突出贡献。 然而，近年来，在中美贸易战与新冠疫情爆发之后，世界各国的对外投资均有所放缓，日本也同样，大部分日资企业采取“维持”、“观望”的态度，使企业经营呈现出诸多不确定状况。尤其是日系汽车行业，由于其人力资源管理一直未能充分结合中国当地情境做出相应调整改进，加之中国汽车自主品牌的崛起和电动车的急速增长，造成人才流失严重，人员素质退步，对其在中国的进一步发展形成很大的制约瓶颈。 究其原因，一方面是中国企业的崛起吸引了大量优秀人才，但更深层次的原因是随着国际局势的转变和中国经济的腾飞，日本企业在中国展开国际化经营时，未能对在华子公司的战略地位进行相应提升，以及构建符合当地情境的人力资源管理制度体系。 针对以上日企国际化经营中存在的普遍性问题，本研究以在华日企天津斯坦雷电气科技（TST）为研究对象，结合该企业具体情况进行分析并提出相应的解决对策。TST作为汽车行业的在华日企和高新技术企业，其存在的问题有一定的代表性。TST在人力资源管理方面的问题可以从多个维度进行分析，其研究结论对汽车产业在华日企应具有较好的参考借鉴价值。 本研究运用理论联系实际的方法，首先对跨国公司的国际化转移、日本跨国公司的特点与子公司战略定位、在华日企的特点、中日人力资源管理模式对比等进行梳理，进而针对天津斯坦雷电气科技（TST）的现实状况，从其母公司赋予的战略定位到其发展沿革，然后从薪酬与绩效制度、人才招聘、人才开发、企业文化几个方面，分析该公司人力资源管理的现状和存在问题，最后提出改进策略和保障措施，并在人力资源管理实践中验证其可操作性。
英文摘要：	2022 marks the 50th anniversary of the normalization of diplomatic relations between China and Japan. Looking back on the history of economic exchanges between China and Japan in the past 50 years, it has gone through the stages of beginning, accelerating growth, peaking and stabilizing. China has become the largest country in Japan’s overseas investment due to its cheap labor force, complete and mature supply chain, huge consumer market, perfect infrastructure and other factors. In particular, since the Japanese automotive manufacturing industry invested and established factories in China in the 1990s, it has not only brought new knowledge and technology to China, but also brought a large number of jobs to China. Japanese complete vehicle factories and their suppliers at all levels have made outstanding contributions to the development of the Chinese automotive industry and labor employment. However, in recent years, after the Sino US trade war and the outbreak of the COVID-19, the foreign investment of all countries in the world has slowed down, as has Japan. Most Japanese funded enterprises adopt the attitude of “maintenance” and “wait-and-see”, resulting in a lot of uncertainty in their business operations. In particular, the Japanese auto industry, because its human resource management has not been fully adjusted and improved in combination with the local situation in China, and the rise of China’s independent auto brands and the rapid growth of electric vehicles, has caused serious brain drain and personnel quality deterioration, which has formed a great bottleneck for its further development in China. The reason for this is, on the one hand, that the rise of Chinese enterprises has attracted a large number of outstanding talents, but the deeper reason is that with the transformation of the international situation and the take-off of the Chinese economy, Japanese enterprises have failed to appropriately enhance the strategic position of their subsidiaries in China when conducting international operations in China, as well as build a human resources management system that conforms to the local situation. Aiming at the common problems in the international operation of Japanese enterprises mentioned above, this thesis takes Tianjin Stanley Electric Technology (TST), a Japanese enterprise in China, as the research object, and analyzes the specific situation of the enterprise and proposes corresponding solutions. As a Japanese enterprise and high-tech enterprise in China in the automobile industry, TST has some representative problems. TST’s problems in human resources management can be analyzed from multiple dimensions, and its research conclusions should have good reference value for Japanese enterprises in the automobile industry in China. Using the method of combining theory with practice, this thesis first combs the international transfer of multinational companies, the characteristics of Japanese multinational companies and the strategic positioning of subsidiaries, the characteristics of Japanese enterprises in China, and the comparison of human resource management models between China and Japan, and then, in view of the reality of Tianjin Stanley Electric Technology (TST), from the strategic positioning given by its parent company to its development, and then from the salary and performance system.This thesis analyzes the current situation and existing problems of the company’s human resources management from the aspects of recruitment, talent cultivation, and corporate culture, and finally puts forward improvement strategies and safeguards, and verifies its operability in human resources management practice.
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