Publisher's Synopsis
Aimed at people interested in management and Human Resources (HR) 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 the problem, the case is then presented and concluded by an analysis of the situations and solutions implemented. The Authors: Dr. Doug Davies is a Senior Lecturer in HR Management and Industrial Relations at the University of Canberra, Australia. He has lectured extensively in China and has visited many parts of the country during his research. Davies 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. Contents: Introduction; Succession planning in the Chinese subsidiary of a multinational enterprise; Staffing issues in a furniture exporting organisation n Ningbo; Human resource problems at the US Vehicles motor factory in central China; Management and staffing at a start-up regional airlines company; Human resource problems during a merger and acquisition; The compensation system reform of the multi-purpose workgroup in a heat-treatment workshop; The balanced scorecard in the Credit Card Association of China; Staff turnover in a pharmaceutical and healthcare company; Staff retention in the hotel industry; Human resource problems in a high-tech business incubator; Staff retention, motivation and commitment at the China Electrical Components organisation; Remuneration and retention in a privately-owned technology company; Organisational change at a multinational gas corporation in Shanghai; Compensation strategies as a motivational and retention tool; Performance management at International Air Transport; Conclusion; Index
