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Thesis cusotomized service modification sample The research

时间:2010-01-03 11:51来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien

Thesis cusotomized service modification sample

The  research on human resource management of SMEs in China.

Thesis cusotomized service modification sample

The  research on human resource management of SMEs in China.

Chapter One Introduction

1.1 Background Information

Upon the background of economic globalization, the enterprises have to operate in an increasingly complex environment and have to face more intense competition that is not only the domestic market but also from the global market. In the past, the competition between enterprises is mainly focused on the traditional 4Ps such as product, price, promotion and place. But with rapid development and the intense competition in the market, these aspects have become gradually similar to the enterprises in the same industries. So the emphasis of the competition between enterprises has changed from the traditional 4Ps to other key aspects of the enterprise such as internal management.

Internal management has been an important issue to the development of the enterprise and it has been one of the key factors to influence the success of the enterprise in the market, because it is very important to improve the efficiency of the enterprise through effectively managing various kinds of resources of the enterprise (Mathis and Jackson, 2006). Generally an enterprise has many different resources such as raw materials, technologies, brand, channels and human resource and so on, and these resources have the important effect on the operation and performance of the enterprise.

According to Storey (2007), humans are an organization’s greatest assets, and everyday business functions of an enterprise such as managing cash flow, making business transactions, communicating through all forms of media and dealing with customers could not be completed without humans. So the management of human resources plays an increasingly important role in the enterprises. Human resource management (HRM) is responsible for how people are treated in the organization, and it is not only responsible for bringing people into the organization but also responsible for helping them perform their work, compensating them for their labors and solve problems for them (Storey, 2007). Generally HRM includes five main functions of recruitment and selection, training and development, motivation and performance appraisals, compensation and benefits, and employee and labor relations (Mathis and Jackson, 2006).

The development of HRM practices in China is behind the development of them in the western developed countries, and most of Chinese enterprises haven’t paid enough attention to the issue of human resource management (Pieper, 2000). But with more and more Chinese enterprises joining into the competition of the global market, they begin to realize the importance of human resource management. Many Chinese enterprises learn from international literature of HRM and try to apply international HRM theories and models in their operation and management in China. But this many face many problems because of the different environments and cultures in China so that it is important to find out the suitable HRM models and strategies to the development of Chinese enterprises (Pieper, 2000).

In the past, people generally pay attention to the operation or performance of large enterprises such as multinationals especially under the background of economic globalization. But in recent years, the development of small and medium-sized enterprises (SMEs) has attracted more attention from the society and much research has been done to investigate the aspects relating to the development or performance of SMEs because of the increasingly important role of small and medium-sized enterprises in economic development (Fernandez and Nieto, 2005).

Although in most countries, large enterprises generally play an important role in economic development, SMEs have been an essential component in the national economy of many countries. Compared with the large enterprises, SMEs have many advantages such as flexible operation, easy to adapt the change of the environment, and innovations; but they also have some disadvantages relative to large enterprises in resources and capabilities, management, talents, governmental support and technologies (Luczka, 2004). With the rapid development of SMEs, governments in many countries have gradually realized the importance of developing SMEs and adopted some measures to encourage the development of SMEs because governments know that SME is a phase of development of the enterprise and the emergence of the large enterprises is based on the development of SMEs (Laforet and Tann, 2006).

Similar to the status in many other countries, national economy of China is also dominated by some large state-owned enterprises. These large state-owned enterprises play an important position in the different industries of China and are supported by the government of China, while the development of SMEs has to face many difficulties compared with these large state-owned enterprises in China. But with the implementation of market economy and reform of state-owned enterprises, China’s government has greatly reduced the intervention on the behavior of enterprise. Upon this background, private enterprises are encouraged to develop. This greatly drives the development of small and medium-sized enterprises in China and SMEs are playing an increasingly important role in many industries of China (San and Zhu, 2003).

With the support and encouragement of the government, SMEs have achieved rapid development and growth in China and they have played an increasingly important role not only national economy of China but also in the society of China. But SMEs in China also face many problems during the process of their development such as strategic management, internal management and human resource management. With more and more Chinese enterprises including SMEs beginning to go international and Chinese market becoming more open to foreign enterprises, there have been higher requirements of the development of SMEs in China. These issues of strategic management, internal management and human resource management have been the important factors to limit the development of SMEs in China.

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