Human Resources Management in China
Cases in HR Practice
Published on 18. April 2011
Book
Hardback
226 pages
978-1-84334-552-7 (ISBN)
Description
Aimed at people interested in management and Human Resources in China, this book is a collection of original and researched case studies on a variety of HR issues occurring in Chinese organisations, both privately-owned and part of multi-national enterprises, and how these issues are resolved by management. The impacts of the solutions in the organisations are also discussed. Preceded by a brief review of the Chinese and Western literature on this problem, the case is then presented and concluded by an analysis of the situations and solutions implemented.
More details
Series
Language
English
Place of publication
Witney
United Kingdom
Publishing group
Woodhead Publishing Ltd
Target group
College/higher education
Professional and scholarly
Dimensions
Height: 234 mm
Width: 156 mm
Weight
500 gr
ISBN-13
978-1-84334-552-7 (9781843345527)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Book
08/2016
Chandos Publishing (Oxford) Ltd
€115.95
Shipment within 15-20 days
Human Resources Management in China
Cases in HR Practice
E-Book
04/2011
Chandos Publishing (Oxford) Ltd
€103.00
Available for download
Persons
Dr. Doug Davies is a Senior Lecturer in Human Resources Management and Industrial Relations at the University of Canberra, Australia. He has lectured extensively in China and has visited many parts of China during his research. He has also taught in Singapore and Hong Kong and has been the International coordinator for HR and Business programs at Curtin University in Perth and at the University of Canberra. Davies has written papers on HR and IR practices in Australia, Singapore and China, and currently serves on the Editorial Board of three journals while undertaking research on staff engagement issues in Australia and China. Ms. Liang Wei is a Lecturer in the School of Business at the East China University of Science and Technology, Shanghai, China. She has lectured at MBA level for many years and is familiar with Chinese enterprise operations. She has translated several books concerning the field of business practices into Mandarin. Ms. Liang Wei is a Lecturer in the School of Business at the East China University of Science and Technology, Shanghai, China. She has lectured at MBA level for many years and is familiar with Chinese enterprise operations. She has translated several books concerning the field of business practices into Mandarin.
Content
About the authors
Acknowledgements
List of figures and tables
Chapter 1: Introduction
Method used
Literature review
Issues discussed in the studies
Chapter 2: Succession planning in the Chinese subsidiary of a multinational enterprise
Introduction
Literature review
The organisation
The vision
OEO in China
Demographics
Succession planning
Candidate selection
Learning needs
Programme results
The competencies
Measurement of the competencies
What was learnt?
Conclusion
Chapter 3: Staffing issues in a furniture exporting organisation in Ningbo
Introduction
Literature review
The organisation
The problems
Staff satisfaction
Supply problems
Recruitment of staff
Alternative supplier and delivery problems
Conclusion
Chapter 4: Human resource problems at the US Vehicles motor factory in central China
Introduction
Literature review
The organisation
The problems
Resolution of the problems - conflict management
Training
Compensation and performance
Cross-cultural conflict
Expatriates
Conclusion
Chapter 5: Management and staffing at a start-up regional airlines company
Introduction
Literature review
The organisation
The problems
The solution
The structure
Conclusion
Chapter 6: Human resource problems during a merger and acquisition
Introduction
Literature review
The organisation
The problems
Mergers and takeovers
Student recruitment issues
Expatriate leadership
Industrial relations issues
Conclusion
Chapter 7: The compensation system reform of the multi-purpose workgroup in a heat-treatment workshop
Introduction
The organisation
The problems
The solution
The implementation
Conclusion
Chapter 8: The balanced scorecard in the Credit Card Association of China
Introduction
Literature review
The organisation
Company mission and responsibilities
The problems
To boost the inter-departmental communication - the horizontal committee system
To align corporate goals with departmental activities - the balanced scorecard
The establishment of a strategy map
Five criteria to evaluate the effectiveness of the measures
Six criteria for screening initiatives
Sample matching grid of initiatives
Conclusion
Appendix: The organisational structure of CCAC
Chapter 9: Staff turnover in a pharmaceutical and healthcare company
Introduction
Literature review
The organisation
The problems
The solution
The results
Conclusion
Chapter 10: Staff retention in the hotel industry
Introduction
Literature review
The organisation
The problems
Remuneration and motivation
Culture within the hotel
Promotion and retention
Staff turnover
Other incentives
Conclusion
Chapter 11: Human resource problems in a high-tech business incubator
Introduction
Literature review
The organisation
The problems
The solution
Conclusion
Chapter 12: Staff retention, motivation and commitment at the China Electrical Components organisation
Introduction
Literature review
The organisation
The problems
The solutions
The morale and motivation of staff
Other operational improvements
Conclusion
Chapter 13: Remuneration and retention in a privately-owned technology company
Introduction
Literature review
The organisation
The problems
The solutions
'Flow-back'
Core employee plan
Government assistance
Conclusion
Chapter 14: Organisational change at a multinational gas corporation in Shanghai
Introduction
Literature review
The organisation
Areas of change/challenge
Authorisation policy
The objective
Conclusion
Chapter 15: Compensation strategies as a motivational and retention tool
Introduction
Literature review
The organisation
The problem
Continuing changes
Organisational changes and the compensation problems
Stock option plan
The benefits and problems of the stock option plan
Further organisational changes
Conclusion
Chapter 16: Performance management at International Air Transport
Introduction
Literature review
The organisation
The problem
The solution
The result of the changes
Conclusion
Chapter 17: Conclusion
Index
Acknowledgements
List of figures and tables
Chapter 1: Introduction
Method used
Literature review
Issues discussed in the studies
Chapter 2: Succession planning in the Chinese subsidiary of a multinational enterprise
Introduction
Literature review
The organisation
The vision
OEO in China
Demographics
Succession planning
Candidate selection
Learning needs
Programme results
The competencies
Measurement of the competencies
What was learnt?
Conclusion
Chapter 3: Staffing issues in a furniture exporting organisation in Ningbo
Introduction
Literature review
The organisation
The problems
Staff satisfaction
Supply problems
Recruitment of staff
Alternative supplier and delivery problems
Conclusion
Chapter 4: Human resource problems at the US Vehicles motor factory in central China
Introduction
Literature review
The organisation
The problems
Resolution of the problems - conflict management
Training
Compensation and performance
Cross-cultural conflict
Expatriates
Conclusion
Chapter 5: Management and staffing at a start-up regional airlines company
Introduction
Literature review
The organisation
The problems
The solution
The structure
Conclusion
Chapter 6: Human resource problems during a merger and acquisition
Introduction
Literature review
The organisation
The problems
Mergers and takeovers
Student recruitment issues
Expatriate leadership
Industrial relations issues
Conclusion
Chapter 7: The compensation system reform of the multi-purpose workgroup in a heat-treatment workshop
Introduction
The organisation
The problems
The solution
The implementation
Conclusion
Chapter 8: The balanced scorecard in the Credit Card Association of China
Introduction
Literature review
The organisation
Company mission and responsibilities
The problems
To boost the inter-departmental communication - the horizontal committee system
To align corporate goals with departmental activities - the balanced scorecard
The establishment of a strategy map
Five criteria to evaluate the effectiveness of the measures
Six criteria for screening initiatives
Sample matching grid of initiatives
Conclusion
Appendix: The organisational structure of CCAC
Chapter 9: Staff turnover in a pharmaceutical and healthcare company
Introduction
Literature review
The organisation
The problems
The solution
The results
Conclusion
Chapter 10: Staff retention in the hotel industry
Introduction
Literature review
The organisation
The problems
Remuneration and motivation
Culture within the hotel
Promotion and retention
Staff turnover
Other incentives
Conclusion
Chapter 11: Human resource problems in a high-tech business incubator
Introduction
Literature review
The organisation
The problems
The solution
Conclusion
Chapter 12: Staff retention, motivation and commitment at the China Electrical Components organisation
Introduction
Literature review
The organisation
The problems
The solutions
The morale and motivation of staff
Other operational improvements
Conclusion
Chapter 13: Remuneration and retention in a privately-owned technology company
Introduction
Literature review
The organisation
The problems
The solutions
'Flow-back'
Core employee plan
Government assistance
Conclusion
Chapter 14: Organisational change at a multinational gas corporation in Shanghai
Introduction
Literature review
The organisation
Areas of change/challenge
Authorisation policy
The objective
Conclusion
Chapter 15: Compensation strategies as a motivational and retention tool
Introduction
Literature review
The organisation
The problem
Continuing changes
Organisational changes and the compensation problems
Stock option plan
The benefits and problems of the stock option plan
Further organisational changes
Conclusion
Chapter 16: Performance management at International Air Transport
Introduction
Literature review
The organisation
The problem
The solution
The result of the changes
Conclusion
Chapter 17: Conclusion
Index