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论文编号：	4358
作者编号：	2120102367
上传时间：	2012/6/7 14:21:27
中文题目：	跨国公司在华子公司人力资源管理自主权问题研究
英文题目：	Research on Human Resources Management Autonomy of Multinational Corporations Subsidiaries in China
指导老师：	王健友
中文关键字：	跨国公司子公司，母子公司控制，子公司角色，人力资源管理自主权
英文关键字：	MNCs Subsidiary，Control Mechanism，Role of Subsidiary，Human Resource Management Autonomy
中文摘要：	在瞬息万变的国际经营环境中，跨国公司为了争取生存与获取竞争优势，在发展战略、组织结构、经营模式等方面均进行着调整。在这其中，伴随全球经营愈加复杂，如经营产品的多样性、国际经营战略目标的变化等等，跨国公司子公司所扮演的角色已不可同日而语，子公司不再是过去单纯作为母公司的附属，而更多地开始肩负起跨国公司全球发展的重任。子公司在发展过程中，受到母公司的权力给予的同时，其灵活性和角色地位的提升已经成为当今的发展特征，促使其不断地向母公司争取着自主权。特别是当跨国公司的国际化程度不断深入，面临着员工流失率高居不下，优秀人才缺失等更多人力资源管理方面的挑战时，跨国公司子公司对人力资源管理自主权的需要更加呼之欲出。从现实来看，跨国公司在发展过程中始终面临内部整合与本地回应的矛盾困境，一方面要避免失控的风险对子公司进行控制，另一方面又需要满足子公司自身发展过程中对自主权的需求。从理论关注点来看，跨国公司理论研究的视角已从跨国公司整体、母子公司间关系逐渐转向跨国公司子公司，对跨国公司子公司战略以及自主权的问题受到了广泛的研究关注。本论文基于以上背景对子公司人力资源管理自主权的问题展开了讨论。本研究首先从跨国公司在华战略调整、在华子公司战略角色演变、母公司对子公司控制方式转变的角度作为切入点，对子公司人力资源管理自主权的问题进行了分析，阐明了跨国公司子公司人力资源管理自主权产生的动因。后从母公司层面、子公司层面、东道国层面对子公司人力资源管理自主权的影响因素进行了分析，并提出如下影响因素：母子公司间的整合程度、母公司对子公司的资源依赖程度、母公司战略国际人力资源管理的导向；子公司的资源能力、子公司的高层管理团队、子公司经营绩效；文化、法律与市场环境因素。最后基于对影响因素的分析构建了跨国公司子公司人力资源管理自主权影响因素模型，以期于对跨国公司在华经营中人力资源管理的选择提供参考与借鉴。跨国公司在经营过程中要摒弃传统的层级式管理链条，从公司战略与组织发展的实际需要出发，正确对待母子公司间的控制以及子公司人力资源管理自主权的问题，以实现人力资源管理在跨国公司内部的纵向以及横向匹配。
英文摘要：	In the constantly-changing international business environment, multinational companies (MNCs) have adjusted their developing strategy, organizational structure, operating pattern to gain advantage and survive from the competition. The challenges in human resource management including high turnover rate and lack of talents have been concerning the MNCs in China. The role of subsidiaries of MNCs has changed from simple affiliations of the parent company to the current role with flexibility, autonomy, and important responsibility of global development. However, MNCs are always in dilemma that balancing the internal integration requirements as well as the local response. On one hand, MNCs need to avoid the loss of control of subsidiaries, on the other hand they need to meet the development needs of the subsidiaries. From the theoretical perspective, the research focus of MNCs has been transferred from the parent company, parent-subsidiary relationship to subsidiary perspective. The research of MNCs subsidiaries has become a young and important branch of multinational theoretical study. Based on the background above, this thesis focused on the issues of subsidiary human resource management autonomy. This thesis discussed the strategic adjustment of MNCs, the change of the role of subsidiaries in China and the control mechanism on the subsidiaries by their parent company. Based on the discussion this thesis analyzed the subsidiary human resource management autonomy. As the global operations become more complex, such as the diversity of products, the change of international business strategy etc., the need of subsidiary human resources management autonomy is increasing, especially with the deepening of the degree of internationalization of MNCs, they are faced with more business challenges, the need for autonomy is more intense. MNCs have to take the actual needs of the corporate strategy and organizational development into account and abandon the traditional hierarchical management chain. MNCs should recognize the control mechanism on subsidiaries and the subsidiary human resource management autonomy to achieve the internal horizontal and vertical matching of human resources management with the MNCs strategy. After illustrating the motivation generated by the MNC subsidiary human resource management autonomy, this thesis analyzed the influencing factors of subsidiary human resource management autonomy, from the parent company level, subsidiary level, the host country environment level. The influencing factors included the degree of integration between the parent and subsidiary companies, the resource dependence of the parent company to subsidiary, the orientation of the parent company of strategic international human resource management; the subsidiary’s resource and capability, the subsidiary's senior management team, the subsidiary’s performance; the cultural, legal and market environment factors. Finally, based on the analysis of influencing factors, this thesis built the MNCs subsidiary human resource management autonomy impact factor model. The aim of this model is to provide MNCs the information and reference on the choice of human resource management in China.
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