Managing Human Resources in China
Managing Human Resources in China
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China is undergoing a dramatic transition from the old to the new as the country integrates into global product and labour markets. Managing Human Resources in China examines the emergence of new and hybrid forms of employment practices within Chinese Multinational Corporations (MNCs) from the perspective of local stakeholders. These include managers, workers and government officials, who take part in strategic planning and policy implementation whilst coping with the pressure of an ever-changing environment. Working in and observing four foreign-invested manufacturing plants located in one of China's new industrial clusters, Yu Zheng offers a fresh perspective on the management of MNCs. The voices of employees have not been heard before, yet they are the critical actors in China's transformation through foreign direct investment. This book explores the pains and gains, achievements and setbacks of managing the Chinese workforce, which is ever pragmatic, increasingly assertive and constantly evolving.
- Information sourced from in-depth extended fieldwork from four MNCs in China
- Up-to-date, unique and rich data that reveal a wide range of insiders' views, valuable to both academics and practitioners
- A summary of key learning points at the end of each chapter will underpin knowledge acquired
Reviews & endorsements
'Yu Zheng has done a great job of providing us with a great deal of new information about managing human resources in China. She did an exhaustive investigation into human resource management policies and practices of several multinational companies operating successfully in China. Because many of these companies are Japanese, this helps make the book a special contribution to the field … should be well-received.' Randall S. Schuler, Distinguished Professor, Strategic International Human Resource Management, Rutgers University
Product details
July 2014Paperback
9781107424944
300 pages
229 × 152 × 16 mm
0.41kg
13 b/w illus. 11 tables
Available
Table of Contents
- 1. Introduction: economic transition, multinational corporations (MNCs) and employment practices at workplace level in China
- 2. MNCs and management space: a framework to study subsidiary HRM
- 3. Doing case studies with mixed research methods
- 4. Multinationals in China: an overview
- 5. Household white goods manufacturing plants: targeting an emerging consumer market
- 6. Synthetic fibre manufacturing plants: developing a regional production base
- 7. Management learning, strategic repositioning and power struggles: dynamics in developing subsidiary HRM
- 8. Conclusion.
