人力資源論文代寫范文- 華為文化沖突

華為

The Human Resources Challenge of Huawei —- Cultural clash

Introduction

Background of Huawei

In 1987, Ren Zhengfei, then 44 years old, founded a telecom equipment-trading firm in Shenzhen, China, with startup capital of CNY 21,000. By the end of 2014, Huawei had 170,000 employees in more than 170 countries and regions, serving more than one-third of the world’s population, and leading the world in international patent applications. Over 30 years, it has grown to become the largest telecom company in the world. As well as that, it has operations and representative offices in more than 100 countries and serves over 1 billion users worldwide. Huawei’s success boils down to two fundamental elements: the changing technology environment and the creativity of its people, so we can realize that employees play a very important role in Huawei and the human resources management is very crucial to Huawei.

1987年,44歲的任正非在中國深圳成立了一家電信設備貿易公司,啟動資金為21,000元人民幣。截至2014年底,華為在170多個國家和地區擁有17萬名員工,服務于全球三分之一以上的人口,在國際專利申請方面處于世界領先地位。30多年來,它已發展成為世界上最大的電信公司。除此之外,它還在100多個國家設有運營和代表處,為全球10億用戶提供服務。華為的成功歸結為兩個基本要素:不斷變化的技術環境和人員的創造力, 對華為來說至關重要的是,讓員工認識到員工在華為和人力資源管理中扮演著非常重要的角色。

Human resources challenges of Huawei

According to Fang Lee Cooke (The International Journal of Human Resource Management, 2012, p.1845), there are several challenge to HRM in host countries and management responses of Huawei. First, because salaries are based on performance levels, inexperienced local new hires may have lower wages. Second, unlike local employment laws, as foreign companies, they need to comply more strictly with these laws than China. Third, how to strike a balance between employee development and cost-effective employee disbursement is sometimes a dilemma because HCN employees need training and development opportunities and then leave more famous Western multinationals. Fourth, multiculturalism and diversity management is another issue. Huawei may be one of the few Chinese companies that actively adopt the concept of multiculturalism and diversity management. Fifth, the lack of approval from local employees and their employers and the lack of acceptance of the corporate culture of Chinese enterprises are a double challenge to the issue of retention.

<标题>Fang Lee Cooke(國際人力資源管理雜志,2012年,p.1845)指出,人力資源管理面臨著一些挑戰,華為的管理層也作出了回應。首先,由于工資是基于績效水平的,缺乏經驗的本地新員工的工資可能更低。其次,與當地的就業法不同,作為外國公司,他們需要比中國更嚴格地遵守這些法律。第三,如何在員工發展和成本效益的員工支付之間取得平衡,有時是一個兩難的選擇,因為HCN員工需要培訓和發展機會,然后離開更著名的西方跨國公司。第四,多元文化和多樣性管理是另一個問題。華為可能是少數幾個積極采用多元文化和多元化管理理念的中國公司之一。第五,缺乏當地員工及其雇主的認可,對中國企業的企業文化缺乏接受,是對留用問題的雙重挑戰。

The key challenge

Cultural clash is one of the key human resources aspects that affected Huawei. Huawei as a multinational company, the objective existence of the company’s internal cultural differences, is bound to cause cultural conflicts in the enterprise. As the process of global integration accelerates and the flow of human resources in multinational enterprises like Huawei continues to accelerate, this cultural friction will increase day by day and gradually begin to manifest itself in the internal management and external operation of transnational corporations, resulting in the loss of market opportunities for transnational corporations and the inefficiency of the organizational structure and make the implementation of the global strategy in trouble. Therefore, this essay will attempt to demonstrate how the Huawei can solve this problem and develop better for its brighter future using human resources management practices.

文化沖突是影響華為的關鍵人力資源因素之一。華為作為一家跨國公司,客觀上存在著公司內部的文化差異,勢必會在企業內部引發文化沖突。隨著全球一體化進程的加快和華為等跨國企業人力資源流動的不斷加快,這種文化摩擦將日益加劇,并逐漸在跨國公司的內部管理和外部經營中顯現出來。導致跨國公司失去市場機會,組織結構效率低下,使全球戰略的實施陷入困境。因此,本文試圖通過人力資源管理的實踐,來說明華為如何解決這一問題,更好地發展自己的未來。

關于我們

<标题>君道論文幫助您解決所有論文寫作困難。我們為來自世界各地的學生提供了各種論文代寫。我們的寫作團隊,來自英美澳新加的頂級名校畢業生。我們每一位作者,都只專注于自己的學術領域,絕對不進行交叉寫作。

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