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可持續人力資源研究提案-sustainable human resource proposal

時間:2019-04-28 10:50來源:未知 作者:anne 點擊:
1. Problem statement and motivation問題陳述和動機 根據Lessmann(2013),外國直接投資是經濟增長的主要指標之一。因此,隨著中國經濟的不斷發展和國際化戰略的實施,越來越多的中國企業在德國進行
1. Problem statement and motivation問題陳述和動機
根據Lessmann(2013),外國直接投資是經濟增長的主要指標之一。因此,隨著中國經濟的不斷發展和國際化戰略的實施,越來越多的中國企業在德國進行了規劃和投資,也受到了德國的歡迎。從圖1可以明顯看出,中國對德國的直接外國投資在21世紀的頭十年里一直在增長。
According to Lessmann (2013), foreign direct investments are one of the key dominant indexes of economic growth. Therefore, with the increasing development of economy and the internationalization strategy of China, more and more Chinese companies planed and had the great opportunities to invest in Germany, which is also welcomed by Germany. It is obvious that can be seen from figure 1, China’s direct foreign investment in Germany has kept rising in the first decade of 21st century. 
(German Central Bank - Deutsche Bundesbank, 2012)(德國中央銀行-德意志聯邦銀行,2012年)
這些中國投資公司在中國的收入和管理方面表現良好。然而,如何在德國順利和可持續地運營這些公司已成為許多這些公司的挑戰。挑戰包括一個具有不同文化背景的全新市場,語言系統的溝通問題,以及不同的學術背景等。根據Arthur(1995),二十一世紀中小企業的人力資源挑戰。因此,在這些挑戰中,最困難的是可持續招聘人才,即可持續人力資源管理(HRM)。根據Paill_et al(2014),員工績效與員工、組織環境和人力資源管理之間的關系密切相關。從管理的角度來看,人力資源在制定公司戰略以及處理以員工為中心的組織活動中起著至關重要的作用。周江(2013)在勃蘭登堡收購了一家德國公司,他表示解雇一名員工需要9個月的時間。人力資源管理過于注重政策而不是員工行為和環境文化是一個常見的錯誤(Brewster等人,2013)。因此,應進行研究,找出這些企業面臨的人力資源管理問題以及如何解決這些問題,以確保德國中國企業人力資源管理的可持續發展。
These Chinese investing companies are well performance in the revenue and management in China. However, how to operate them smoothly and sustainably in Germany has become the challenge of many of these companies. The challenge includes an absolutely new market with different cultural background, communication problems on the language system, and the different academic backgrounds, etc. According to Arthur (1995), human resources challenge for small and mid-sized companies in the twenty-first century. Therefore, among these challenges, the most difficult one is to recruit talents sustainably, namely the sustainable human resource management (HRM). According to Paillé et al (2014), employee’s performance is significantly related to the relationship among employee, the environment of the organization, and human resource management. In the light of the management, the human resource plays an essential role in developing a company's strategy as well as handling the employee-centered activities of an organization. Zhou Jiang (2013) who bought a German company in Brandenburg, stated that it cost him 9 months to sack an employee. It is a common mistake that human resource management pays too much attention on policies instead of employee behavior and environmental culture (Brewster et.,al, 2013). As a consequence, a study should be carried out to find what HRM problems those companies are facing and how to solve them to ensure the sustainable development ot HRM for Chinese companies in Germany.
2. State of knowledge and research gap知識狀況與研究差距
2.1. State of knowledge知識狀態
以往的研究表明,人力資源應得到良好的規劃和利用,這也是公司可持續發展的關鍵。對中國企業也有研究。
Prior studies have suggested that the human resource should be well planned and employed, that is also the key to the sustainable development of the companies. And there are also researches on Chinese companies. 
For the purpose of this study we approached Chinese MNEs that (1) have already entered the German market and over the time have built a market presence in Germany, that (2) seemed to pursue long-term objectives regarding their German investment, implying no ‘hit-and-run’-mentality, which might bias our analysis and findings, and that (3) are heterogeneous in terms of sector or industry affiliation, firm size, level of international diversification, and state ownership.
When developing our interview protocol, we accounted for common methods variance, a potential bias often observed in cross-sectional studies. We separated scale items in different places of the questionnaire, whereas items related to the “dependent’’ or criterion variable (i.e., liability of foreignness) followed those related to the ‘‘independent’’ variables (i.e., acquisition vs. greenfield investment as well as due diligence, reputation building and reliability enhancement, prior experience, share of control, share of work, and key employee roles). This is useful for reducing the effects that stem from artifactual covariance and, thereby, to decrease common methods variance to a certain degree (Podsakoff& Organ, 1986). All interviews were recorded, transcribed, and evaluated through multiple rounds of independent assessments by the authors in order to ensure the reliability of findings (Yin, 2003).
Our interviews found that acquirers and Chinese investors came up with different ways to reduce their LOF (loss of foreign investment) in the German marketplace. In line with prominent approaches that have been proposed for conducting inductive analyses through case study research, our results can be structured according to a set of evolving categories that emerged during the course of our study, namely: strategies to mitigate the LOF through (1) due diligence, (2) reputation building and reliability enhancement, (3) prior experience, (4) share of control, (5) share of work, and (6) key employee roles. All strategies, as well as variations among establishment modes and implications for the firms’ possibility to appropriate synergistic quasi-rents through mitigating their LOF,
2.2 Research gap
There are no studies on sustainable HRM of Chinese companies in Germany, which will guide those Chinese companies on HRM in a different culture in this fast changing time. Also, as a Chinese, the author may be lack of the cultural background of Germany, so that this research could not well explain on the key cause and effects for Chinese Companies investing in Germany. In addition, time limitation is also a downturn of the research for this topic. 
3. Objectives 
Main goal: find out the challenges of sustainable HRM for Chinese companies in Germany and give suggestions.
Therefore, the following hypothesis will be proved in HRM field:
1. Cultural difference in the respective of the financial systems; 
2. The law, regulation and rules for the workforces;
3. The communication gap;
4. Due diligence;
5. Reputation building and reliability enhancement;
6. Prior experience;
7. Share of control;
8. Share of work; and 
9. key employee roles.
4. Procedures and Methods 
Three methods are planned to apply this research, namely, they are 
Method 1: Literature  review; Method 2: Expert Interviews; Method 3: Questionnaire.
Working step 1:  Interviews with experts  on culture and experts in business Finance line. Main questions: What is the normal companies financial system in Germany? What is the normal companies financial system in Chinese company? What is characteristic financial system for Chinese companies in Germany? Is there any difference? What is included in salary? How to improve the salary? Performance-reward rankings?
Working step 2: Find literature on regulation and rules for the workforces from the academic resources such as academic Journal in Germany in TUM library, Munich library, and literatures on HRM characteristics of Chinese companies in China.  Review issues and  compare Chinese companies  in Germany with Chinese compaies and German companies.
Working step 3: interviews with HRM heads and questionnaires with employees in those companies choose different company types: state owned, private and family companies. Main issue is to find the information  
1, The importance of work related goals;
2, Group work with cross-culture employees;
3, Vocation system.
Working step 4: Thesis writing
5. Working plan
The working plan is shown in Table 1, with which the master thesis will be fulfilled. In addition, this plan is the guideline to show the timeline of the research. 
6. Financial plan
The budget is related to the potential costs, which could occur in the process of the research, they are transportation fees, books and newspapers, communication fees with the experts. The author will be responsible for the fees.


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