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HRM in Multinationals’ Operations in China: Business, People, and HR Issues

dc.contributor.authorWright, Patrick M.
dc.contributor.authorMitsuhashi, Hitoshi
dc.contributor.authorChua, Rodney S.
dc.date.accessioned2020-11-25T14:50:35Z
dc.date.available2020-11-25T14:50:35Z
dc.date.issued1998-03-01
dc.identifier.other118758
dc.identifier.urihttps://hdl.handle.net/1813/76970
dc.description.abstractThis paper presents the results of a study on the HR function in the Chinese operations of large multinational companies. Surveys of both line and HR executives in these firms were conducted. Results reveal that line executives are more sensitive than HR executives to criticality of people management issues as business issues, and that they see HR's strategic orientation as the most critical area for improvement. The challenges and opportunities implied by these results are discussed.
dc.language.isoen_US
dc.subjectemployee
dc.subjectcompensation
dc.subjectChinese
dc.subjectbusiness
dc.subjectpeople
dc.subjecthuman resource management
dc.subjecthuman resource
dc.subjectmanagement
dc.subjectissues
dc.subjectHRM
dc.titleHRM in Multinationals’ Operations in China: Business, People, and HR Issues
dc.typepreprint
dc.description.legacydownloadsHRM_in_MultinationalsWP98_06.pdf: 6517 downloads, before Oct. 1, 2020.
local.authorAffiliationWright, Patrick M.: pmw6@cornell.edu Cornell University
local.authorAffiliationMitsuhashi , Hitoshi: Cornell University
local.authorAffiliationChua, Rodney S.: Hewitt Associates


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