摩托羅拉在華投資的人才本土化策略與啟示

國際貿易論文編號:GM191   論文字數:9418,頁數:14

目  錄

1   引論 .......................................................- 2 -
1.1 人才本土化簡介 .............................................- 2 -
1.2 跨國公司人才本土化現狀 .....................................- 2 -
2.  摩托羅拉在華人才本土化現狀 .................................- 3 -
3.  摩托羅拉人才本土化的動因與優勢............................. - 4 -
3.1 摩托羅拉人才本土化的動因 ...................................- 4 -
3.2 摩托羅拉人才本土化的優勢 ...................................- 4 -
4.  摩托羅拉在華人才本土化的策略 ...............................- 5 -
4.1 用成熟的招聘機制聘用本土員工 ...............................- 6 -
4.2 在華開設研究院 .............................................- 7 -
4.3 獨特的員工培訓 .............................................- 8 -
4.4 獨特的留人哲學 .............................................- 9 -
5.  摩托羅拉人才本土化策略給予我國本土企業的啟示 ...............- 10 -
5.1 本土企業人才流失現狀 .......................................- 10 -
5.2 本土企業人才流失的影響 .....................................- 10 -
5.3 本土企業如何應對人才流失 ...................................- 11 -
參考文獻 .......................................................- 13 -
致  謝 .........................................................- 14 -

摘   要

       人才本土化是指跨國公司的國外子公司利用東道國的人力資源，使其成為企業員工的主體。本文以摩托羅拉公司為例，介紹了跨國公司在華人才本土化的現狀、動因、策略及其對我國企業的啟示。文章認為，到目前為此，摩托羅拉中國公司的員工已經有90%是中國人，管理層中有72%以上是中國人，即它基本上實現了人才本土化。摩托羅拉實現人才本土化，有助于減少因文化差異所造成的經營管理的上矛盾和低效率，有利于降低人工成本，增強摩托羅拉公司在中國的信任感，不僅提高了企業的國際化形象，而且有助于保持經營管理人員的相對穩定。摩托羅拉人才本土化的具體策略是：一是用成熟的招聘機制聘用本土員工；二是，在華設立研究院，充分利用中國高科技行業的人力資源；三是，重視員工培訓；四是，運用獨特的留人哲學留住人才為其服務。摩托羅拉人才本土化給我國企業提供了許多有益的啟示。目前我國企業人才流失嚴重，影響了企業的長遠發展。為了留住人才，我國企業必須借鑒外企的人才本土化經驗，樹立以人本為的思想，改革人才管理體系，培養和用好人才。

【關鍵詞】跨國公司  人才本土化  內部機會制度

  
Abstract

Localization of talents means that the foreign subsidiary of multinational company makes use of the human resource of host country, turning them to be the main part of enterprise employees. This paper bases on the example of Motorola, introduces current condition, motivation and strategy of localization of talents of multinational companies in china and it’s enlightenment to the enterprises of our country. The article regarded, Chinese people have already been 90% of the employees of Motorola China, and there’re over 72% Chinese in the management, so it has realized localization of talents basically. It helps to reduce contradictions and inefficiencies of operation and management caused by cultural differences, and helps to lower cost of labor, Strengthens the trust feeling of Motorola Company in China. Not only enhances enterprise's internationalization image, but also helps to maintain management personnel’s relatively stable. The concrete strategies of talent localization of Motorola: one, employs local staffs by using mature recruitment mechanism; two, establishes research institute in China to make full use of human resources in China's high-tech industries; three, emphasizes on staffs training; four, utilizes unique philosophy to detain talents to serve for it. Talent Localization of Motorola provides a lot of useful enlightenment to enterprises of our country. At present, China's enterprises have serious brain drain affecting the enterprise's long-term development. In order to retain talent, China's enterprises must learn from the experience of talent localization, establish a human-oriented concept, reform personnel management system, cultivate and make good use of talents.

【key words】Transnational Companies; Localization of Talents; Internal Opportunity System