大陆外资企业人力资源本土化管理研究

中国海洋大学硕士学位论文大陆外资企业人力资源本土化管理研究姓名：王培梅申请学位级别：硕士专业：企业管理指导教师：刘敬孝2011-06I2090————IIStudyonHumanresourcelocalizationmanagementforforeign-ownedcompanyinChinaAbstractSincetheponderglobalization,themotionlocalizationhasbeenentersin1990s,theforeign-ownedcompanymakethisaspersistdevelopmentstrategy.Althoughmanyforeign-ownedcompaniesarepushingthelocalization,theprocessisnotsmoothbecauseofthemiscellaneousculture,folkcustomerhabitandsomelawsandrules.Nowthestudyonthelocalizationinfluencefactorhasalreadymatured,andprimarylevelemployeesalreadyfinishedlocalization,buttherearelittlesystematicdiscussionofhowthelocalizationprocessshouldbewellmanagedandkeepscatteredduringthemiddle-levelmanagers.Theessaymakesthisgapasresearchtarget.Thelocalizationextentofmiddle-levelmanagersisthecriticalfactorstocontributetothesuccessfullocalization.Inthisarticle,theviewpointisthatcompanycanchangetheproportionofexpatriateandlocalemployeestopushthelocalizationprocess.Basedonthereviewofrelateddiversityculture,nationalhumanresourcedevelopment,valuechainandvariationtheory,alsothroughanalyzingthehostcountrydevelopmentenvironmentdeeply,theessayfirstpointsthedifficultoperationreasons:lackofmanagerswithmanagingskills;cultureconflictimpededtheprocess;highlyturnoverrateonlocalmanagers.Meanwhiletheessaygivethefeasibleanalysis:cutdownthetotalcost,toadaptthehostculture,riskandfailureforexpatriates,theglobalizationviewtopushthelocalization.Ontheabovebasis,theessaydevelopedathree-stagemodelofthelocalizationprocess,thatismakingtheplansforlocalization,thenboundingtheobjectivesoflocalizationdevelopment,finallyconsolidatingtheachievementoflocalization.Inthisarticle,weusethismodeltodescribethechallengesthatforeign-ownedcompanyfacewhenlocalizingmiddle-levelmanagementpositioninthePeople’sRepublicofChina.Firstlymanagestrategyarrangement,selectexpatriatesaccordingtolocalizationplan;thenrecruitoutstandinglocalmanagersorpeoplewithoverseaslearningorworkingexperience,atthesametime,thecompanyshouldestablishanincentivemechanismbothforexpatriatesandlocalmanagerstoensurethesmoothlocalization;finallyconsolidatetheachievement,ontheonehandtoeliminatethetroublebackathome,ontheotherhandtokeeplocaltrainedmanagers.Simultaneously,inordertoimprovethepracticesignificance,theessayciteaninstancetotestandverifythemodeloperationIIIefficiency.Humanresourcelocalizationhasalreadybecamethelastingdevelopmentobjectiveforforeign-ownedcompany.Theessaymakesthesystematicanalysisforthemiddle-levelmanagerlocalization,combinestheactualcaseandthehostcountrydevelopmentenvironment,foravoidingtoblindfollowing.HopethisarticlecanprovideusefulreferencetohumanresourcelocalizationinChinaforforeign-ownedcorporation.Keywords:Foreign-ownedcooperationinChina,Localmanaginglevelemployee,Humanresourcelocalizationonforeign-ownedcompany,miscellaneousculture---------------------------------------------------------------------12“()”CNKI111.1500[1][2][2]21231.21.2.1531-11.2.212431.312522.1Hoskisson20061234WongLaw12345WongLaw1236Kobrin[3]Fryxell2004Law2004123LawFryxell2.21237[4]20022008200212[5]2005182[6]2002(),FryxellLawHoskissonWong6Law92-13.1.1[7]3.1.22090[8]933.13.1.1[7]3.1.22090[8]10[8]3-13.1.3[9][10][11]113.23.2.1[12]12[13][13][13]13[13]3-13-1/.[M].:20013264~275143.2.2[12][14][15]3-2153-23-33-3[16]163.2.3[17][18]3-43-4173.2.42070[19]STELP183-2MBA[20]4-1100%70%10%Potter(2001)EffectiveLocalizationoftheWorkforce:TransferTechnologyinDevelopingCountries,JournalofEuropeanIndustrialTraining,13(6):25~304-1202170%2080%90%[21]2008,4.24.2.14-221/358131602468101214161819982000200320052008/Morita.D.ChoiceofTechnologyandLaborMarketConsequences:anExplanationofU.S.-ChinaDifferences[J].TheEconomicJournal.2001,111(1):29~504-24.2.2[22]22[23]4.2.3[24]4.34.3.12310[25]21115732.5302468101214164-34.3.224[26]4.3.3500Tung198520%~40%Solomon199420%25%[27]2528%30%23%25%0%10%20%30%40%1984199119942001Kobrin,S.J.ExpatriatereductionandstrategiccontrolinAmericanmultinationalcorporation.HumanResourceManagement,2003(1)63~754-44.3.4[28]264.44-585%20%15%60%85%40%85%20%15%60%85%40%0%40%80%120%Arvey.R.D.,Bhagat&Salas,E.(2003).Cross-culturalandcross-nationalissuesinpersonnelandhumanresourcesmanagement.InG.R.Ferris&K.M.Roland,Researchinpersonnelandhumanresourcesmanagement.367~4074-54-1274-1JanSelmer&CorinnaDeLeon.Pinoy-styleHRM:HumanResourceManagementinthePhilippines.2007:127~144,2855.115-1•••••••5-1(2)(3)[29](4)29[30]5.25.2.11[31]2[32]330[33]4[34]5-2Chi-SumWong&KennethS.Law.ManagingLocalizationofHumanResourcesinthePRC:APracticalModel.2002:58~645-25.2.231[35][35]5.2.35-332SMART5-35[36]3-5335.2.4Wright1992[37][38][39]345.3abcd5-45.3.1355.3.25.3.35.3.432365.45.4.1,23.5%22.8%[40]37[41]5.4.2Bae(2006)25%[42]385.4.3[43]LindaArgote.Knowledgetransfer:ABasisforCompetitiveAdvantageinFirms.200082150~1695-55-6395-6[44]5-15-1+++++=×√√√√√=√×√√√√=√√×√√√=√√√×√√=√√√√×√=√√√√√×=√√√√√√=JohnKotter402~312~18CodeofEthics61412341235-2ShengWang&RaymongdA.NoeKnowledgesharing:Areviewanddirectionsforfutureresearch.201020115~131426Tenaris6.16.1.12006Tenari