Format:
1 online resource (302 pages)
Edition:
1st ed.
ISBN:
9781107013551
,
9781139844796
Content:
Based on extensive fieldwork from four foreign-invested manufacturing plants in one of China's new industrial clusters, this book explores human resource management within Chinese Multinational Corporations from an employee perspective. It examines how subsidiary managers implement policies, handle everyday workloads and cope with the pressure of an ever-changing environment
Note:
Cover -- Managing Human Resources in China -- Title -- Copyright -- Contents -- Figures -- Tables -- Preface -- Acknowledgements -- 1 Introduction -- 1.1 Employment practices of MNCs in China -- 1.2 Analysing MNCs' subsidiary management in China: an actor-centred approach -- 1.3 Studying subsidiary management using ethnographic methods -- 1.4 Outline of the book -- 2 MNCs and management space -- 2.1 Subsidiary HRM top-down: the headquarters-centred approach in studying IHRM -- 2.1.1 Convergence, divergence and cross-vergence pressures on subsidiary management -- 2.1.2 "Best practice", but whose? -- 2.1.3 Best fit or functional equivalence? -- Goals and concerns of internationalization -- The contingency approach -- Stage of internationalization -- Headquarters' international orientation -- Country-of-origin effects/ownership -- Host-country effects/locality -- The logic of global integration and local responsiveness -- Industry sector and production strategies -- Integrative frameworks of studying international human resource management -- Stage of internationalization -- Headquarters' international orientation -- Country-of-origin effects/ownership -- Host-country effects/locality -- The logic of global integration and local responsiveness -- Industry sector and production strategies -- Integrative frameworks of studying international human resource management -- Strategic choice and functional equivalence -- Goals and concerns of internationalization -- The contingency approach -- Stage of internationalization -- Headquarters' international orientation -- Country-of-origin effects/ownership -- Host-country effects/locality -- The logic of global integration and local responsiveness -- Industry sector and production strategies -- Integrative frameworks of studying international human resource management -- Stage of internationalization
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5.2.2 Job design and HRM routines -- Workforce composition -- Recruitment and selection -- Reward and benefits -- Appraisal and promotion -- Training and development -- Retention and exit -- Workforce composition -- Recruitment and selection -- Reward and benefits -- Appraisal and promotion -- Training and development -- Retention and exit -- 5.2.3 The local management team: choices and actions -- 5.2.4 Case summary -- 5.3 AIRSYS Co: a ship with a Japanese engine -- 5.3.1 Positioning WG-B Company in the new business structure in China -- 5.3.2 The power struggle in organizing production -- 5.3.3 Job design and HRM routines -- Composition of workforce -- Recruitment and selection -- Training and development -- Appraisal and promotion -- Retention and dismissal -- Composition of workforce -- Recruitment and selection -- Training and development -- Appraisal and promotion -- Retention and dismissal -- 5.3.4 Case summary -- 5.4 Key learning points -- 6 Synthetic fibre manufacturing plants -- 6.1 Nantong: a textile industry cluster -- 6.2 SF-A Company: a miniature of the parent plants -- 6.2.1 Production upgrading: changing subsidiary role in the corporate business networks -- 6.2.2 The power struggle at subsidiary level -- Subsidiary-developed business and parent-controlled business -- Product development and R& -- D -- Local business development and credit control -- Subsidiary-developed business and parent-controlled business -- Product development and R& -- D -- Local business development and credit control -- 6.2.3 Management learning in the construction of subsidiary management practices -- Visualization of rules and regulations -- Hierarchical supervision and close control -- Consensus building and teamwork -- Visualization of rules and regulations -- Hierarchical supervision and close control -- Consensus building and teamwork
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6.2.4 Job design and HRM routines -- Recruitment and selection -- Training and development -- Reward and compensation -- Appraisal and promotion -- Retention and dismissal -- Recruitment and selection -- Training and development -- Reward and compensation -- Appraisal and promotion -- Retention and dismissal -- 6.2.5 Case summary: the process of integrating local managers -- 6.3 SF-B Company: a subsidiary adopting "global best practices"? -- 6.3.1 A regional headquarters-centred network -- 6.3.2 Production upgrading: the role of the local management team -- 6.3.3 Formalized integration: local managers in the global HR strategy -- Recruitment and selection -- Training and development -- Reward and appraisal -- Retention and exit -- Recruitment and selection -- Training and development -- Reward and appraisal -- Retention and exit -- 6.3.4 Case summary -- 6.4 Key learning points -- 7 Management learning, strategic repositioning and power struggles -- 7.1 Management learning -- 7.1.1 Cognitive learning: constitution of subsidiary knowledge through members of the subsidiary management team -- Accumulative tenure of expatriates -- Frequency of flexpatriates -- Management embeddedness -- Accumulative tenure of expatriates -- Frequency of flexpatriates -- Management embeddedness -- 7.1.2 Routine-based learning: partial transfer of parent company management practices -- Production arrangements and transfer of manufacturing techniques -- HRM routines adopted at the subsidiaries -- Production arrangements and transfer of manufacturing techniques -- HRM routines adopted at the subsidiaries -- 7.1.3 The social process of management learning: differentiation of HR practices -- 7.2 Repositioning subsidiaries in the corporate networks -- 7.3 Power struggles: control and resistance in developing local HR practices
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7.4 Subsidiary managers' choices: the institutional, structural and corporate pressures filtered by the management teams -- 7.5 Key learning points -- 8 Conclusion -- 8.1 Generalizing the theoretical contributions from empirical findings -- 8.1.1 Home-country effect, host-country effect, industry sectors and the presence of third-country competition -- 8.1.2 The relational networks -- 8.1.3 The management team -- 8.1.4 Subsidiary-specific advantages and diversity of subsidiary HR -- 8.2 Limitations of the study -- 8.3 Some theoretical issues arising from the study which require further investigation -- Bibliography -- Index
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Headquarters' international orientation -- Country-of-origin effects/ownership -- Host-country effects/locality -- The logic of global integration and local responsiveness -- Industry sector and production strategies -- Integrative frameworks of studying international human resource management -- Strategic choice and functional equivalence -- 2.2 Reflection on the IHRM frameworks: the headquarters-centred approach and its limitations -- 2.3 Developing an actor-centred approach to studying subsidiary HRM -- 2.3.1 Managers' choice: power struggles, strategy enactment and management learning -- 2.3.2 Subsidiary managers as informed and constrained actors -- 2.4 Key learning points -- 3 Doing case studies with mixed research methods -- 3.1 Quantitative vs. qualitative approaches -- 3.1.1 Multiple case study with a mixture of qualitative research methods: exploring a contextual and longitudinal process of su -- 3.1.2 Sampling strategy: using quantitative data for case selection -- 3.2 The research design: constructing validity -- 3.3 The research design: constructing reliability -- 3.4 Data collection -- 3.5 Key learning points -- 4 Multinationals in China -- 4.1 Foreign direct investment inflow to China -- 4.2 Japanese investments in China -- 4.3 Something called "local": China in transition -- 4.3.1 Laws vs. policies: legislative institutions in China -- 4.3.2 Local enterprises: the diversity of "local practices" -- 4.3.3 Rising labour costs and mobility of the local workforce -- 4.4 The new industrial clusters: exploring textile and household white goods commodity chains in China -- 4.5 Key learning points -- 5 Household white goods manufacturing plants -- 5.1 White goods manufacturers: ownership restructuring, price competition and product upgrading -- 5.2 WG-A Company's struggle to upgrade -- 5.2.1 Building up a local business network
Additional Edition:
Print version Zheng, Yu Managing Human Resources in China Cambridge : Cambridge University Press,c2012 ISBN 9781107013551
Language:
English
Keywords:
Electronic books
URL:
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