Thesis Customized Service Modification Sample（Thesis修改范文）

Academic Resource for International Students｜留学生 Thesis 写作参考

Writing a dissertation or Master Thesis（硕士毕业论文） is one of the biggest academic challenges for many international students. Whether you are studying in the UK、Australia、Canada、New Zealand or the United States（英国、澳洲、加拿大、新西兰或美国）, a high-quality thesis requires not only academic knowledge, but also clear research logic, proper Methodology and accurate referencing.

Many overseas students search for keywords such as Thesis Writing（Thesis写作）, Dissertation Help（毕业论文辅导）, Master Thesis Writing（硕士论文写作）, Research Proposal（开题报告）, Thesis Editing（论文修改） and Academic Writing Support（学术写作辅导） before submitting their final dissertation.

Founded in 1999, ukthesis has accumulated extensive experience in Thesis Writing Guidance（Thesis写作辅导）, Dissertation Editing（毕业论文修改）, Master Thesis Support（硕士论文辅导） and academic consulting for international students.

The following Thesis Customized Service Modification Sample（Thesis修改案例） keeps the original research framework while improving grammar, readability, formatting and academic expression. It can be used as a useful Reference for students who are preparing their own dissertations.

Chapter One：Introduction（第一章：研究背景）

1.1 Background Information（研究背景）

Against the background of economic globalisation（经济全球化）, enterprises now operate in an increasingly competitive environment. Competition no longer depends only on the traditional 4Ps（Product、Price、Promotion、Place）, but has gradually shifted towards internal management（内部管理）, innovation capability and organisational efficiency.

For modern enterprises, Human Resource Management（HRM，人力资源管理） has become one of the key factors affecting long-term competitiveness. Effective HRM helps organisations improve employee performance, optimise resource allocation and enhance sustainable development.

According to Storey (2007), employees are among an organisation's most valuable assets. Therefore, Human Resource Management（HRM） is no longer regarded as a purely administrative function. Instead, it has become an important strategic management tool that supports business growth and organisational performance.

 Academic Writing Tips｜留学生写作小建议

When writing a Human Resource Management Dissertation（HRM毕业论文）, it is recommended to:

Introduce the research background（研究背景） first.

Explain why the topic is academically and practically important.

Support your discussion with recent academic literature.

Connect the research naturally with your Research Aim（研究目标） in the following section.

This writing structure is commonly used in universities across the UK、Australia、Canada and New Zealand, and helps improve the logical flow of your dissertation.

第二部分（Chapter Two）

Chapter Two 文献综述（literature review）

2.1 Literature Review（文献综述）

Introduction（章节介绍）

This chapter reviews the major concepts, theories and previous studies related to Human Resource Management (HRM，人力资源管理) and Small and Medium-sized Enterprises (SMEs，中小企业). The purpose of this chapter is to establish a solid theoretical foundation for the research and identify the academic gaps that justify the present study.

对于一篇 Master Thesis（硕士毕业论文） 或 Dissertation（毕业论文） 而言，Literature Review（文献综述）不仅仅是介绍已有研究，更重要的是说明已有研究取得了哪些成果、存在什么不足，以及自己的研究准备解决什么问题。

Therefore, this chapter reviews previous studies from both international and Chinese perspectives, providing a theoretical basis for the empirical research presented in the following chapters.

Academic Writing Tips｜留学生写作建议

Many international students make the same mistake when writing a Literature Review（文献综述）.

 Simply introducing what each author said.

Instead, universities in the UK, Australia and Canada usually expect students to:

Compare different viewpoints（比较不同学者观点）

Analyse similarities and differences（分析异同）

Identify research gaps（发现研究空白）

Explain how the current study contributes to the literature（说明自己研究的价值）

This approach helps demonstrate critical thinking, which is an important assessment criterion in most postgraduate dissertations.

2.2 Definition of SMEs（中小企业定义）

2.2.1 Definition of SMEs（SMEs定义）

The definition of Small and Medium-sized Enterprises (SMEs，中小企业) varies across different countries because each country adopts different standards based on its economic environment, industrial structure and national policies.

Within the European Union (EU), a medium-sized enterprise generally refers to an organisation employing fewer than 250 employees, while a small enterprise usually has fewer than 50 employees. Annual turnover is also an important criterion for classification (EU Commission, 2003).

In the United States, there is no single universal definition of SMEs. The classification usually depends on the characteristics of each industry (Phukan and Dhillon, 2000). A company considered "small" in one sector may be regarded as a large enterprise in another.

China adopts a different classification system. According to the Law of Chinese Small and Medium-sized Enterprises (2002), SMEs are classified using three principal indicators:

Number of employees（员工人数）

Annual sales revenue（营业收入）

Total assets（资产总额）

Although the standards differ across industries, Chinese SMEs are generally defined as enterprises with fewer than 2,000 employees, annual revenue below RMB 300 million, and total assets below RMB 400 million, depending on the industrial sector.

Key Point（重点总结）

Although definitions differ among countries, SMEs generally share several common characteristics:

✅ Smaller organisational size

✅ Flexible management structure

✅ Faster decision-making

✅ Limited financial and human resources

These characteristics explain why Human Resource Management（HRM） often plays a more critical role in SMEs than in large corporations.

2.2.2 Theories Explaining SMEs（SMEs相关理论）

As SMEs continue to contribute significantly to economic development worldwide, researchers have devoted increasing attention to understanding their characteristics, competitiveness and growth patterns.

According to Fernandez and Nieto (2005), SMEs are generally identified based on two major indicators:

Business revenue（营业收入）

Number of employees（员工规模）

Martin (1999) further argues that enterprise size should always be considered together with industrial classification because business scale varies considerably across different industries.

Numerous empirical studies (Laforet & Tann, 2006; Wagner & Hansen, 2005; Luczka, 2004) indicate that SMEs often face disadvantages when competing with large organisations.

These challenges mainly include:

Limited financial resources（资金不足）

Difficulty attracting skilled employees（人才吸引力不足）

Restricted government support（政策资源有限）

Lower technological capability（技术能力有限）

However, SMEs also possess several important competitive advantages.

Compared with larger organisations, SMEs are generally more flexible, respond more quickly to market changes and are better able to adapt their products and services to customer needs (Luczka, 2004).

Their relatively simple organisational structures also allow managers to make decisions more efficiently.

Academic Writing Tips｜论文写作技巧

When discussing SME theories（中小企业理论）, avoid simply listing advantages and disadvantages.

A stronger academic discussion should explain:

Why do SMEs possess these characteristics?

How do these characteristics influence Human Resource Management (HRM)?

How does this relate to your own research topic?

This type of critical discussion demonstrates a higher level of academic analysis and is often expected in postgraduate dissertations.

Related Search Keywords（相关搜索关键词）

Many international students search for topics such as:

Thesis Sample（论文范文）

HRM Dissertation（人力资源管理毕业论文）

Master Thesis Writing（硕士论文写作）

Dissertation Structure（毕业论文结构）

Literature Review Example（文献综述范例）

Thesis Writing Guidance（Thesis写作辅导）

Dissertation Help（毕业论文辅导）

This chapter can therefore serve as a useful reference for students preparing dissertations in Business Management（工商管理）, Human Resource Management（人力资源管理） and International Business（国际商务）.

Chapter 2 Literature Review（文献综述）

2.3 Concepts and Theories of Human Resource Management（人力资源管理相关理论）

2.3.1 Human Resource Management Strategy（人力资源管理战略）

Human Resource Management (HRM) has gradually evolved from a traditional personnel management function into a strategic component of modern business management. Rather than simply recruiting employees or handling administrative tasks, contemporary HRM focuses on aligning people management with organisational strategy to improve long-term competitiveness and sustainable development.

According to Boxall (1995), Human Resource Management has become one of the most extensively researched topics in management studies. As globalisation continues to reshape international business, organisations are increasingly concerned with how human resources are managed across different countries and how HR strategies influence organisational performance.

Researchers and business leaders have realised that employees are no longer viewed merely as operational resources. Instead, they are recognised as valuable organisational assets capable of creating innovation, improving productivity and strengthening competitive advantage. Consequently, HR strategy has become closely linked with corporate strategy and long-term organisational planning.

Modern Human Resource Management generally consists of several core strategic functions, including:

Recruitment and Selection（招聘与选拔）

Training and Development（培训与发展）

Performance Management（绩效管理）

Compensation and Benefits（薪酬福利）

Employee Relations（员工关系）

Career Development（职业发展）

These strategic functions are interconnected and collectively influence organisational effectiveness.

With the rapid expansion of international business, many scholars have attempted to compare HRM practices across different countries. Brewster et al. (1996) suggested that comparative Human Resource Management has become increasingly important because multinational corporations frequently operate across diverse institutional, cultural and legal environments.

Similarly, Clark, Gospel and Montgomery (1999) argued that the growth of international business has encouraged researchers to examine whether HRM systems around the world are gradually becoming more similar or whether national differences continue to dominate management practices.

This discussion has led to one of the most important debates in Human Resource Management research — Convergence versus Divergence.

The Convergence Theory（趋同理论） argues that economic globalisation encourages organisations to adopt similar management practices regardless of their national background. As multinational corporations expand internationally, many enterprises introduce internationally recognised HR policies, performance appraisal systems and talent management strategies.

In contrast, the Divergence Theory（差异理论） suggests that national culture, political systems, education, labour legislation and social values continue to influence Human Resource Management. Consequently, HRM practices developed in Western countries cannot simply be transferred to other regions without adaptation.

This argument is particularly relevant to China. Although many Chinese enterprises have adopted advanced HR concepts from Europe and North America, successful implementation often requires adjustment according to China's institutional environment, cultural traditions and management practices.

Rondeau and Wager (2001) further emphasised that so-called "high-performance HRM practices" cannot automatically improve organisational performance. Their effectiveness largely depends on organisational context, management style, workplace climate and employee attitudes.

Therefore, there is no universally applicable Human Resource Management model suitable for every enterprise. Organisations should design HR strategies according to their own business objectives, organisational culture and competitive environment.

For Chinese SMEs, this issue is particularly important because limited financial resources, smaller organisational structures and rapid market changes require HR strategies that are both flexible and practical rather than simply copied from large multinational corporations.

Academic Resource｜Academic Insight for International Students（学术参考）

When writing a Human Resource Management Dissertation（人力资源管理毕业论文）, students should avoid simply introducing different theories separately.

A stronger Literature Review should compare different viewpoints, explain the practical implications of each theory and discuss how these theories support the current research. This approach demonstrates critical analysis rather than simple description, which is one of the key assessment criteria in postgraduate dissertations.

For students preparing a Master Thesis（硕士毕业论文）, Dissertation（毕业论文） or Research Proposal（开题报告）, understanding the relationship between organisational strategy and HRM provides a solid theoretical foundation for later empirical analysis.

2.3.2 Competency Management and 360-Degree Assessment（胜任力管理与360度绩效评估）

Competency Management has become one of the core concepts of modern Human Resource Management. Rather than evaluating employees solely according to their educational background or years of experience, competency management focuses on the knowledge, skills, behaviours and personal characteristics that enable individuals to perform successfully in a particular position.

With increasingly competitive labour markets and rapidly changing business environments, organisations have recognised that employee competency is closely associated with organisational performance, innovation capability and sustainable development.

The concept of employability has attracted growing academic attention since the 1990s. According to Thijssen and Van der Heijden (2003), employability should not simply be understood as an individual's ability to obtain employment. Instead, it reflects a person's capacity to continuously develop professional knowledge, adapt to organisational change and maintain long-term career competitiveness.

From an organisational perspective, competency management provides several important advantages. It helps enterprises identify talent more accurately, design effective training programmes, improve promotion decisions and establish more objective performance evaluation systems.

Recent Human Resource Management research also indicates that competency development benefits both organisations and employees. Becker, Huselid and Ulrich (2001) argue that improving HR competencies contributes not only to individual career development but also to long-term organisational success.

Alongside competency management, 360-Degree Assessment（360度绩效评估） has become one of the most widely adopted employee evaluation methods.

Unlike traditional performance appraisal systems that rely primarily on supervisors' evaluations, 360-degree assessment collects feedback from multiple sources, including supervisors, colleagues, subordinates and, in some cases, customers.

This multi-source evaluation provides a more comprehensive understanding of employee performance and reduces the possibility of subjective bias.

According to Borman (1997), 360-degree assessment is based on two important assumptions.

First, different evaluators observe different aspects of employee performance and therefore provide unique information.

Second, combining feedback from multiple sources produces a more accurate assessment than relying solely on one supervisor's opinion.

Research has also shown that employees generally accept performance evaluations more positively when feedback is obtained from different organisational stakeholders rather than from a single manager.

For SMEs, competency management and 360-degree assessment may improve talent development and employee engagement. However, smaller organisations often face practical challenges, including limited management resources, insufficient HR expertise and financial constraints.

Therefore, Chinese SMEs should adopt competency management and performance evaluation systems according to their own organisational size and business needs instead of directly copying the practices of large multinational corporations.

Academic Resource｜Writing Reference（论文写作参考）

For international students studying Business Management（工商管理）, Human Resource Management（人力资源管理） or International Business（国际商务）, competency management and performance appraisal are frequently discussed topics in dissertations.

When writing this section, students are encouraged to explain not only what these theories are but also why they are relevant to the chosen research topic and how they may influence organisational performance in different business environments.

Chapter Two Literature Review（文献综述）

2.3.3 International Human Resource Management (IHRM), Flexible Firm and E-HR（国际人力资源管理、柔性企业与电子人力资源管理）

With the continuing development of economic globalisation, Human Resource Management has gradually expanded from domestic management to International Human Resource Management (IHRM，国际人力资源管理). For multinational corporations and enterprises entering overseas markets, managing employees from different cultural, legal and organisational backgrounds has become an increasingly important management challenge.

According to Janssens (2003), International Human Resource Management generally adopts three different approaches: Exportive Approach（输出型）, Adaptive Approach（适应型）, and Integrative Approach（整合型）.

The Exportive Approach refers to multinational companies transferring their headquarters' HR policies directly to overseas subsidiaries. This approach helps maintain organisational consistency but may overlook local cultural and institutional differences.

The Adaptive Approach allows local subsidiaries to develop HR policies according to local labour markets, regulations and cultural characteristics. Although this approach provides greater flexibility, it may reduce consistency across the organisation.

The Integrative Approach attempts to combine global standards with local adaptation. Today, many multinational enterprises prefer this model because it balances global coordination with local responsiveness.

Rather than selecting only one approach, many international organisations combine different HR strategies depending on business functions, organisational objectives and local market conditions.

For example, recruitment policies may follow local labour market conditions, while leadership development programmes may adopt unified global standards.

As international business expands, enterprises also place greater emphasis on Global Leadership（全球领导力）. Senior managers are expected not only to possess professional knowledge but also to demonstrate intercultural communication skills, international business awareness and cross-cultural management capability.

Consequently, many multinational companies have introduced international leadership development programmes to cultivate globally competitive managers.

Flexible Firm Theory（柔性企业理论）

Another influential concept in Human Resource Management is the Flexible Firm Model（柔性企业理论）, originally proposed by Atkinson (1985).

The model suggests that modern organisations should improve competitiveness by increasing organisational flexibility rather than relying solely on traditional employment structures.

According to this theory, employees can generally be divided into two groups.

The Core Workforce（核心员工） consists of employees possessing essential organisational knowledge and strategic capabilities. These employees usually receive long-term contracts, career development opportunities and extensive organisational support.

The Peripheral Workforce（外围员工）, by contrast, includes temporary employees, part-time workers, contract staff and outsourced personnel. This workforce provides organisations with greater flexibility to respond quickly to changes in market demand.

For SMEs, the Flexible Firm Model offers several practical advantages.

Compared with large enterprises, SMEs often operate with limited financial resources and smaller organisational structures. Maintaining a flexible workforce allows these organisations to reduce labour costs while responding more efficiently to fluctuations in customer demand and business conditions.

However, excessive reliance on temporary employment may also create challenges, including lower employee commitment, weaker organisational culture and higher staff turnover.

Therefore, SMEs should carefully balance organisational flexibility with long-term talent development.

Electronic Human Resource Management (E-HR)（电子人力资源管理）

The rapid development of Information Technology（信息技术） has significantly transformed Human Resource Management during the past two decades.

Electronic Human Resource Management (E-HR) refers to the application of information technology to support HR activities such as recruitment, training, performance appraisal, payroll administration and employee communication.

Compared with traditional HR management, E-HR enables organisations to improve operational efficiency, reduce administrative costs and provide employees with faster access to HR services.

According to Lawler and Mohrman (2003), information technology has gradually shifted the role of HR professionals from administrative support towards strategic business partnership.

Rather than spending most of their time processing routine paperwork, HR managers are increasingly expected to participate in organisational planning, talent management and business strategy.

Research conducted by the Institution of Management and Administration (IOMA, 2002) reported that many organisations experienced noticeable improvements in organisational efficiency after implementing E-HR systems.

Similarly, Bradford (2006) found that digital HR technologies not only improve service quality but also require HR professionals to develop new competencies, including data analysis, strategic planning and organisational change management.

For SMEs, E-HR offers several important benefits.

First, digital recruitment platforms enable enterprises to reach larger talent pools at relatively low cost.

Second, online training systems improve employee learning efficiency while reducing training expenses.

Third, electronic performance management systems help managers monitor employee performance more objectively and efficiently.

Despite these advantages, many Chinese SMEs still face barriers when implementing E-HR.

These barriers include limited financial investment, insufficient digital infrastructure, lack of professional HR personnel and relatively low levels of digital management capability.

As digital transformation continues across industries, adopting appropriate E-HR practices is expected to become increasingly important for improving organisational competitiveness.

For Chinese SMEs, introducing suitable digital HR systems may not only improve administrative efficiency but also strengthen talent development and long-term organisational performance.

Academic Resource｜International Students' Reference（留学生论文参考）

For students writing a Human Resource Management Dissertation（人力资源管理毕业论文）, this section provides several important theoretical foundations commonly discussed in postgraduate research.

The concepts of International Human Resource Management (IHRM), Flexible Firm, and Electronic Human Resource Management (E-HR) are widely applied when analysing organisational transformation, multinational enterprises and SME development.

When reviewing these theories, students should explain not only the definitions of each concept but also how they contribute to answering the research Questions. Linking theory with practical business situations demonstrates stronger critical thinking and helps improve the academic quality of a dissertation.

2.4 Literature Review on HRM Practices in SMEs（中小企业人力资源管理实践研究）

Human Resource Management practices have attracted increasing attention from researchers over the past two decades. As SMEs continue to contribute significantly to economic growth, employment creation and innovation, scholars have begun to examine how Human Resource Management influences organisational performance within smaller enterprises.

Compared with large multinational corporations, SMEs usually operate with fewer financial resources, smaller management teams and less formal organisational structures. These characteristics make Human Resource Management both more challenging and more strategically important.

Brand and Bax (2002) examined the growing importance of Strategic Human Resource Management (SHRM，战略人力资源管理) within SMEs. Their research suggested that although many SMEs experience serious human resource problems, relatively little systematic knowledge exists regarding HRM practices in small organisations.

The authors proposed that the Strategic Labour Allocation Process (SLAP) provides an effective framework for analysing labour demand and workforce planning in SMEs.

Similarly, Kasturi et al. (2006) investigated the relationship between HRM systems and organisational performance using evidence from SMEs in India.

Their findings indicated that management philosophy towards employees has a significant influence on organisational profitability. Enterprises whose owners valued employee development generally achieved better business performance than those relying solely on traditional administrative management.

Cassell et al. (2002) conducted extensive interviews and surveys among SME managers and found considerable differences in the adoption of Human Resource Management practices across organisations.

Some SMEs had established relatively complete HR systems, while others continued to rely on informal management practices. The researchers concluded that Human Resource Management in SMEs remains highly diverse and is strongly influenced by organisational characteristics.

Wilkinson (1999) focused on employment relations within SMEs and argued that smaller organisations often experience many of the same HR challenges as larger enterprises, including employee motivation, labour relations and organisational commitment.

Although SMEs generally have fewer employees, effective Human Resource Management remains essential for maintaining organisational stability and improving employee satisfaction.

Further studies by Reid and Adams (2001), Hill et al. (2000) and Saru (2007) also suggested that SMEs should not simply imitate the HR practices of large corporations. Instead, organisations should design management systems according to their own organisational size, available resources and strategic objectives.

Overall, previous research consistently indicates that effective Human Resource Management contributes positively to organisational development within SMEs. However, the specific HR practices adopted vary considerably across industries, countries and organisational environments.

These findings provide an important theoretical foundation for the present study, which further investigates Human Resource Management practices among Chinese SMEs through empirical research.

Academic Resource｜Writing Reference（论文写作参考）

A high-quality Literature Review（文献综述） should not simply summarise previous studies.

Instead, it should critically compare existing findings, identify areas of agreement and disagreement, and explain why further research remains necessary.

This chapter therefore establishes the theoretical basis for the following empirical investigation of Human Resource Management practices in Chinese SMEs while maintaining the original research direction and academic framework of the dissertation. 

Chapter Two Literature Review（文献综述）

2.5 Literature Review on Human Resource Management Practices in Chinese SMEs（中国中小企业人力资源管理研究）

During the past two decades, Human Resource Management (HRM，人力资源管理) has gradually become one of the most frequently discussed management topics in China. Along with the rapid development of China's private economy and the continuous expansion of Small and Medium-sized Enterprises (SMEs，中小企业), researchers have increasingly recognised that effective HRM is closely related to enterprise competitiveness and sustainable development.

Unlike many developed countries where Human Resource Management systems have matured over several decades, HRM practices in Chinese SMEs are still evolving. Many enterprises have begun introducing modern HR concepts, yet practical implementation often remains incomplete because of organisational size, financial limitations and management capability.

As China's economy becomes increasingly integrated into the global market, SMEs are facing stronger competition from both domestic and international enterprises. Consequently, improving Human Resource Management has become an important strategic issue rather than simply an administrative responsibility.

Human Resource Management under Chinese Characteristics（中国特色的人力资源管理）

Cunningham and Rowley (2007) examined Human Resource Management practices within Chinese SMEs from the perspective of economic transition and globalisation.

Their research suggested that although many Chinese enterprises have introduced Western HR theories, Human Resource Management in China continues to demonstrate distinctive national characteristics shaped by culture, government policy, organisational traditions and institutional environments.

Rather than directly copying Western management systems, Chinese SMEs tend to combine international management practices with local business culture.

This integration reflects the unique development path of Human Resource Management in China.

The authors further argued that understanding Chinese HRM requires consideration of both international management theory and traditional Chinese management philosophy.

For this reason, many researchers believe that China is gradually developing its own HRM model instead of simply following Western management approaches.

Current HRM Challenges in Chinese SMEs（中国中小企业HRM现状）

Zhao (2008) pointed out that although Chinese SMEs have experienced rapid growth during recent years, many enterprises still fail to recognise the strategic importance of Human Resource Management.

In many organisations, managers continue to focus primarily on production, sales and short-term financial performance while paying insufficient attention to employee development and organisational capability.

As competition becomes increasingly knowledge-driven, this management approach may limit long-term business development.

The study also suggested that future Human Resource Management in Chinese SMEs should adapt to several major trends, including:

Economic globalisation（经济全球化）

Digital transformation（数字化转型）

Knowledge economy（知识经济）

International competition（国际竞争）

To remain competitive, SMEs need to modernise both their management philosophy and Human Resource Management systems.

Human Resource Management under Globalisation（全球化背景下的人力资源管理）

Jin (2008) further investigated Human Resource Management within Chinese SMEs under the background of globalisation.

The research indicated that many Chinese SMEs continue to experience weaknesses in several important HR areas.

These include:

Limited understanding of modern HRM concepts

Ineffective employee development

Incomplete performance management systems

Weak organisational culture

Insufficient strategic planning for human resources

The author suggested that Chinese SMEs should gradually establish more systematic Human Resource Management practices instead of relying solely on traditional administrative management.

Particular attention should be given to employee training, organisational culture, performance evaluation and long-term talent development.

Only through continuous improvement of Human Resource Management can SMEs strengthen their competitiveness in international markets.

Main Problems of Human Resource Management in Chinese SMEs（主要问题）

Liu (2008) analysed the major Human Resource Management problems experienced by Chinese SMEs.

The research concluded that although SMEs have become an important driving force of China's economic development, many enterprises still encounter considerable difficulties in managing human resources effectively.

Several common problems were identified.

Firstly, many SME managers underestimate the strategic importance of Human Resource Management and regard HR departments merely as administrative support units.

Secondly, performance appraisal systems are often incomplete or overly subjective, making it difficult to motivate employees effectively.

Thirdly, many enterprises lack systematic employee training programmes and long-term talent development strategies.

Finally, organisational culture is frequently neglected despite its significant influence on employee engagement and organisational performance.

The author argued that improving these aspects would help Chinese SMEs achieve more sustainable development.

Human Resource Management Capability and Organisational Development（HRM能力与企业发展）

Zhang and Zhang (2008) reached similar conclusions.

Their study suggested that Human Resource Management occupies a central position in modern enterprise management.

However, due to limited management experience and organisational resources, many SMEs experience problems such as:

Insufficient attention to Human Resource Management

Shortage of qualified HR professionals

Weak organisational culture

Lack of scientific HR management systems

The authors recommended strengthening HR professional training, improving management awareness and creating a healthier organisational culture to support enterprise development.

Similarly, Peng (2007) argued that organisational structure itself often becomes a major obstacle to Human Resource Management.

In many SMEs, HR departments occupy relatively low positions within organisational hierarchies and therefore have limited influence on strategic decision-making.

Without sufficient managerial support, Human Resource Management cannot fully contribute to organisational competitiveness.

Summary of Previous Studies（前人研究总结）

Overall, previous studies consistently demonstrate that Human Resource Management has become an increasingly important determinant of organisational performance within Chinese SMEs.

Although researchers have examined different aspects of HRM, several common conclusions emerge.

Most Chinese SMEs continue to experience challenges in:

Human Resource Planning（人力资源规划）

Employee Recruitment（人才招聘）

Training and Development（员工培训）

Performance Management（绩效考核）

Compensation Systems（薪酬体系）

Organisational Culture（企业文化）

Furthermore, many studies emphasise that Chinese SMEs should not simply imitate Human Resource Management systems developed in large multinational corporations.

Instead, HR strategies should be designed according to organisational size, available resources, industry characteristics and business objectives.

These findings provide an important theoretical foundation for the present study.

Based on the previous literature, this research further investigates the current Human Resource Management practices of Chinese SMEs through empirical analysis and attempts to identify practical recommendations suitable for their future development.

Academic Resource｜Research Focus（学术参考）

From the existing literature, it becomes clear that previous studies have largely concentrated on identifying common HRM problems faced by Chinese SMEs.

However, relatively fewer studies have explored how these organisations can effectively integrate international Human Resource Management concepts with China's unique business environment.

The present dissertation therefore seeks to contribute by examining practical HRM issues through a case study approach while maintaining close connections between theory and organisational practice.

2.6 Chapter Summary（本章总结）

This chapter has reviewed the major concepts, theories and previous studies relating to Small and Medium-sized Enterprises (SMEs) and Human Resource Management (HRM).

The literature indicates that Human Resource Management has gradually become one of the most influential factors affecting organisational competitiveness. At the same time, SMEs have become increasingly important contributors to China's economic development.

Although many Chinese SMEs have achieved rapid growth, previous research consistently suggests that weaknesses in Human Resource Management continue to restrict their long-term development.

The literature also demonstrates that effective HRM should not simply adopt Western management models without modification. Instead, organisations should establish management systems that reflect their own organisational characteristics, available resources and business environment.

Based on the theoretical review presented in this chapter, the following chapter introduces the research methodology adopted in this dissertation. It explains how the empirical investigation was designed, how research data were collected and analysed, and how the selected methodology supports the achievement of the research objectives.

Academic Writing Reference｜写作参考

A strong Literature Review（文献综述） should achieve three objectives:

Review existing theories（回顾理论）；

Identify research gaps（发现研究空白）；

Build a theoretical foundation for the empirical study（为后续实证研究奠定基础）。

Following this structure helps ensure a logical transition from the literature review to the Research Methodology（研究方法）, making the dissertation more coherent and academically persuasive.