本文選題：人力資源管理　切入點(diǎn)：本土化　出處：《湘潭大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：面對(duì)中國市場(chǎng)的激烈競(jìng)爭(zhēng)與挑戰(zhàn)，一部分跨國公司依靠行業(yè)壟斷技術(shù)、先進(jìn)的管理經(jīng)驗(yàn)、多變的銷售渠道和有效的人力資源管理模式獲得了巨大的成功，如寶潔、聯(lián)合利華等；同時(shí)，也有一部分跨國公司在發(fā)展中步履維艱，，小部分最終以撤出中國市場(chǎng)而告終。導(dǎo)致跨國企業(yè)在中國經(jīng)營失敗根源在于他們對(duì)我國政治、經(jīng)濟(jì)、文化、法律體制的不適應(yīng)。 為了對(duì)美國F公司（深圳）人力資源本土化管理進(jìn)行全面、深入的分析，進(jìn)一步挖掘美國F公司人力資源本土化管理過程中存在的問題，從而為美國F公司人力資源本土化管理戰(zhàn)略優(yōu)化設(shè)計(jì)提供一些政策建議，本文以跨國經(jīng)營理論、跨文化管理理論、國際人力資源管理理論為理論基礎(chǔ)，對(duì)國內(nèi)外學(xué)者關(guān)于人力資源本土化相關(guān)概念、人力資源本土化管理模式的相關(guān)研究進(jìn)行了歸納總結(jié)。對(duì)美國F公司（深圳）人力資源本土化管理存在問題，本文采用了定量分析為主的分析方法，運(yùn)用問卷調(diào)查方法考察了186位中方員工對(duì)美國F公司（深圳）人力資源本土化管理現(xiàn)狀的評(píng)價(jià)，并運(yùn)用定性分析方法對(duì)美國F公司人力資源本土化管理過程中存在的問題進(jìn)行了歸納總結(jié)。本文的研究表明，美國F公司人力資源本土化管理主要存在以下問題：（1）公司管理人員的本土化程度較低；（2）公司培訓(xùn)形式單一，缺乏必要的針對(duì)本土雇員的人力資源開發(fā)；（3）采用了自上而下的績效考核方式，不利于反映本土雇員問題；（4）基本工資+保險(xiǎn)的薪酬模式不利于形成有效激勵(lì)；（5）公司缺乏為中方員工進(jìn)行長期職業(yè)生涯管理，導(dǎo)致本土員工歸屬感不強(qiáng)。 本文從人力資源構(gòu)成、人員招聘與選拔、員工培訓(xùn)、合理評(píng)價(jià)員工、留住人才的角度為美國F公司人力資源本土化管理提供了具體可行的戰(zhàn)略優(yōu)化設(shè)計(jì)方案。人力資源構(gòu)成方面應(yīng)注重培養(yǎng)中方中高級(jí)管理人員；員工培訓(xùn)應(yīng)注重中方雇員長期發(fā)展；績效考核應(yīng)注重合理評(píng)價(jià)中方雇員，并加快本土化績效管理體系構(gòu)建；薪酬和激勵(lì)制度應(yīng)成為留住本土雇員的有效機(jī)制。本文還為美國F公司人力資源本土化管理戰(zhàn)略優(yōu)化設(shè)計(jì)方案的執(zhí)行提供了實(shí)施保障方面的建議。
[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.
【學(xué)位授予單位】：湘潭大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F416.8;F272.92

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