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| 论文编号： | 2142 | |
| 作者编号： | 2120051975 | |
| 上传时间： | 2010/4/28 14:54:52 | |
| 中文题目： | 在华跨国公司人力资源管理模式与运作研究 | |
| 英文题目： | Multinational Corporations（MNCs） The Model of HRM | |
| 指导老师： | 张立富 | |
| 中文关键字： | 跨国公司 人力资源管理模式 一体化模式 当地化模式 全球整合模式 | |
| 英文关键字： | : Multinational Corporations（MNCs） The Model of HRM | |
| 中文摘要： | 随着跨国公司在世界经济中扮演越来越重要的角色，人们也越来越关注跨国公司的管理实践，其中的人力资源管理模式吸引了众多研究人员。许多学者都指出，人力资源管理是否有效已经成为跨国公司在激烈的全球竞争中能否取胜的关键。 中国自改革开放以来，便吸引了大量的跨国投资。在华跨国公司从一开始的环境适应到逐步扩大规模，其间经历了几个发展过程。在管理职能中，人力资源管理是必不可少的一部分，它为跨国公司在华的经营提供了保障。本研究就是把背景放到中国，通过研究在华跨国公司的人力资源管理模式，发现它的变化特点，理解跨国公司为适应其在华的经营而出现的管理上的转变。 本研究从纵向和横向两个角度来论述在华跨国公司人力资源管理的模式。纵向研究根据在华跨国公司的经营阶段，总结出在华跨国公司所经历的三种人力资源管理模式，即一体化、当地化和全球整合模式。这三种模式的出现都有其原因、背景、优点和不足，但并不是孤立存在，而是相互融合在一起，各自扮演的角色和重要性不同。横向研究对比美国和日本的在华公司，总结出两者在人力资源管理模式上的异同。最后，中国企业毕竟管理经验不丰富，尤其在人力资源管理方面，所以通过多角度的对比，可以为中国企业提供借鉴。而且，未来会有更多的中国企业进行跨国经营和管理，本研究也力求为他们提供一些启示。 | |
| 英文摘要： | As the multinational corporations (MNCs) playing a much more important role to the economic in the world, their management practice, especially the practice of Human Resource Management , are focused by many researchers. Many scholars have admitted that the success of multinational operation in such a competition world depend on whether the HRM system is effective or not. China has drawn a great amount of foreign direct investment since its market and economic openness.MNCs have got through several stages from the beginning adaptation to extending scale .In the function of management, HRM is a necessary and essential part, which provide guarantee to the operation.Throngh the research on the model of MNCs in China, this paper has found the character and transformation of that model. And then we can understand their pursers of adapting to the situation of China. I discuss the model of HRM from two directions: the history perspective and the country perspective. Based on the operation period of MNCs in China, there are three kinds of model applied by MNCs.They are adaptive model, exploitive model and integrated model. These models have their own advantage and disadvantage with a history background. They did not appear one by one, but mixed together, and took different responsibility and playing different role. Then; I contrast two different models from different countries: MNNs from US and Japan. The MNCs from these two countries are different and both can symbolize the best HRM practice. So, my analysis concludes which is fit with China. In the end, I hope that my discussion can give corporations and enterprises of China some guidance and reference. | |
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