美国F公司（深圳）人力资源本土化管理优化研究

发布时间：2018-03-18 11:03

本文选题：人力资源管理　切入点：本土化　出处：《湘潭大学》2014年硕士论文　论文类型：学位论文

【摘要】：面对中国市场的激烈竞争与挑战，一部分跨国公司依靠行业垄断技术、先进的管理经验、多变的销售渠道和有效的人力资源管理模式获得了巨大的成功，如宝洁、联合利华等；同时，也有一部分跨国公司在发展中步履维艰，，小部分最终以撤出中国市场而告终。导致跨国企业在中国经营失败根源在于他们对我国政治、经济、文化、法律体制的不适应。为了对美国F公司（深圳）人力资源本土化管理进行全面、深入的分析，进一步挖掘美国F公司人力资源本土化管理过程中存在的问题，从而为美国F公司人力资源本土化管理战略优化设计提供一些政策建议，本文以跨国经营理论、跨文化管理理论、国际人力资源管理理论为理论基础，对国内外学者关于人力资源本土化相关概念、人力资源本土化管理模式的相关研究进行了归纳总结。对美国F公司（深圳）人力资源本土化管理存在问题，本文采用了定量分析为主的分析方法，运用问卷调查方法考察了186位中方员工对美国F公司（深圳）人力资源本土化管理现状的评价，并运用定性分析方法对美国F公司人力资源本土化管理过程中存在的问题进行了归纳总结。本文的研究表明，美国F公司人力资源本土化管理主要存在以下问题：（1）公司管理人员的本土化程度较低；（2）公司培训形式单一，缺乏必要的针对本土雇员的人力资源开发；（3）采用了自上而下的绩效考核方式，不利于反映本土雇员问题；（4）基本工资+保险的薪酬模式不利于形成有效激励；（5）公司缺乏为中方员工进行长期职业生涯管理，导致本土员工归属感不强。本文从人力资源构成、人员招聘与选拔、员工培训、合理评价员工、留住人才的角度为美国F公司人力资源本土化管理提供了具体可行的战略优化设计方案。人力资源构成方面应注重培养中方中高级管理人员；员工培训应注重中方雇员长期发展；绩效考核应注重合理评价中方雇员，并加快本土化绩效管理体系构建；薪酬和激励制度应成为留住本土雇员的有效机制。本文还为美国F公司人力资源本土化管理战略优化设计方案的执行提供了实施保障方面的建议。
[Abstract]:In the face of the fierce competition and challenge in Chinese market, some multinational corporations have achieved great success by relying on industry monopoly technology, advanced management experience, changeable sales channels and effective human resource management model, such as P & G, Unilever and so on. At the same time, some multinationals are struggling in development, and a few end in withdrawal from the Chinese market. The root of the failure of multinational enterprises in China lies in their inadaptability to the political, economic, cultural and legal systems of our country. In order to make a comprehensive and in-depth analysis of the localization of human resources in F Company (Shenzhen) of the United States, and further explore the problems existing in the process of the localization management of human resources in F Company of the United States, In order to provide some policy suggestions for the optimization design of human resources localization management strategy of American company F, this paper bases on transnational management theory, cross-cultural management theory and international human resources management theory. This paper sums up the related research on the concepts of human resource localization and the human resource localization management model, and analyzes the problems existing in the management of human resources localization in F Company (Shenzhen) of the United States. In this paper, the quantitative analysis method is used to investigate 186 Chinese employees' evaluation of the localization of human resources management in F Company (Shenzhen). The problems existing in the process of localization management of human resources in F Company of USA are summarized by using qualitative analysis method. The following problems exist in the localization of human resources management in company F of the United States: (1) the degree of localization of the managers of the company is relatively low; (2) the training form of the company is single. The lack of the necessary human resources development for local employees has adopted a top-down approach to performance appraisal. The salary model of basic wage insurance is not conducive to the formation of effective incentives for the lack of long-term career management for Chinese employees, resulting in a weak sense of belonging for local employees. This article from the human resources composition, personnel recruitment and selection, staff training, reasonable evaluation of staff, The angle of retaining talents provides the concrete and feasible strategic optimization design scheme for the localization management of human resources in F Company of USA, which should pay attention to the training of Chinese middle and senior management personnel in the aspect of human resource composition. Staff training should pay attention to the long-term development of Chinese employees, performance appraisal should pay attention to the reasonable evaluation of Chinese employees, and accelerate the construction of localization performance management system. Compensation and incentive system should be an effective mechanism to retain local employees.
【学位授予单位】：湘潭大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F416.8;F272.92

【参考文献】