The Management of the Local Talents in China for Mnes
The management of the local talents in China for MNEs
Literature Review
With China's accession to WTO, a large number of multinational companies enter into Chinese market. Many strong and powerful multinational corporations have made new strategies to increase investment in China, including expansion, mergers , brand enterprises, enhance the level of branches, develop technology, and so on. But finally, it depends on the talent to achieve these goals. However, Finding and keeping staff is the biggest challenge facing multinational enterprises in China today. MNEs in China face a complex HR challenge: companies are struggling to identify, hire, and retain key staff in an environment of explosive economic growth, escalating wages, and steep learning curves. Retaining employees is a particularly difficult problem when competitors are bidding up wages and sweetening benefits packages in an attempt to attract skilled professionals. So it’s necessary for multinational Corporations to carry out the Strategy of talent management. And a large amount of research is continuously being done on global talent management.
Tarique and Schuler (2010) conducted a study on Framework of global talent management (GTM) in MNEs. They considered that the exogenous drivers are based on coercive isomorphism. These refer to forces or drivers external to the firm that are largely beyond management's control but can create challenges that can affect an organization's IHRM system. These exogenous drivers can include national culture, economic conditions, political system, legal environment, and workforce characteristics ,thus three major drivers emerged in this category: Globalization, Demographics, and the Demand–Supply Gap. And the endogenous drivers are based on mimetic isomorphism and refer to forces or drivers that are internal to the firm including competitive or strategic position, headquarters’ international orientation, organizational structure, and workforce capability, thus
Literature Review
With China's accession to WTO, a large number of multinational companies enter into Chinese market. Many strong and powerful multinational corporations have made new strategies to increase investment in China, including expansion, mergers , brand enterprises, enhance the level of branches, develop technology, and so on. But finally, it depends on the talent to achieve these goals. However, Finding and keeping staff is the biggest challenge facing multinational enterprises in China today. MNEs in China face a complex HR challenge: companies are struggling to identify, hire, and retain key staff in an environment of explosive economic growth, escalating wages, and steep learning curves. Retaining employees is a particularly difficult problem when competitors are bidding up wages and sweetening benefits packages in an attempt to attract skilled professionals. So it’s necessary for multinational Corporations to carry out the Strategy of talent management. And a large amount of research is continuously being done on global talent management.
Tarique and Schuler (2010) conducted a study on Framework of global talent management (GTM) in MNEs. They considered that the exogenous drivers are based on coercive isomorphism. These refer to forces or drivers external to the firm that are largely beyond management's control but can create challenges that can affect an organization's IHRM system. These exogenous drivers can include national culture, economic conditions, political system, legal environment, and workforce characteristics ,thus three major drivers emerged in this category: Globalization, Demographics, and the Demand–Supply Gap. And the endogenous drivers are based on mimetic isomorphism and refer to forces or drivers that are internal to the firm including competitive or strategic position, headquarters’ international orientation, organizational structure, and workforce capability, thus