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Sino-Japanese enterprise hiring management comparison

Author: HaoTao
Tutor: ZuoXiaoHua
School: Shanghai International Studies University
Course: Japanese Language and Literature
Keywords: Sino-Japanese enterprises Hire Management Change OJT Employment policy
CLC: F279.2
Type: Master's thesis
Year: 2010
Downloads: 222
Quote: 0
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Abstract


Employment management, the corporate personnel employment and human resources management is an important work in the development of the modern enterprise. China and Japan, due to historical reasons and the different national conditions, the Chinese and Japanese enterprises, many of the specific practices in the management of employment there is a big difference, and achieved the effect is not the same. With the integrated development of the global economy in recent years, the world of enterprise management mode mutual penetration, deeply rooted in the past countries mode in quietly changing. With the impact of the financial crisis in 2008, foreign enterprises are subject to varying degrees of impact, but Japanese companies there are still a lot of influence on the world market. This paper tries to come to a few conclusions can learn from the comparative analysis of the Sino-Japanese companies to hire management, in order to favor the development and expansion of Chinese enterprises better. This article composed of the following chapters. The first chapter, the comparison of the characteristics of Chinese enterprises and the management of Japanese companies. First, the traditional Japanese employment management features and new Japanese corporate employment management features described. In terms of employment management is most representative of lifetime employment and annual reactive sequence system. The negative attitude of these systems since the bubble economy after more and more people. But it is undeniable that this operating system is one of the roots of Japanese enterprises bigger and stronger. And more of Japan's lifetime employment system to word a meaning, a complete misunderstanding of the real meaning. Japan's lifetime employment is not great importance to the the capacity doctrine of the same big pot. The Japanese company was so high cohesion and lifetime employment are inseparable. Second, from the perspective of China's new labor contract law, employment characteristics. Chapter 2 through the analysis of Chinese people quit the reason to explain why Japan's lifetime employment system to create a world influence Japanese companies, and lifetime employment of the former state-owned enterprises in China was caused by the \Then some analysis on the reform of state-owned enterprises. Chapter 3, a comparative analysis of in-service training of the enterprise. Japanese companies are very emphasis on staff training in the post, and China attaches great importance to the on-the-job training, not many enterprises. This chapter focuses on selected success stories of the Tsingtao Brewery Company re-job training, Japanese enterprises by analyzing 0JT characteristics, to come to what is suitable for the implementation of the OJT. Chapter 4 describes the employment policy of Japan in the 2008 financial crisis, analyzed the common point of reference, according to China's national conditions, put forward some of our future human resources employment policy programs. Concluding section analysis of the history of Sino-Japanese nationals of both countries, the psychological characteristics of the different, to advocate the right to look to learn from Japan's experience. Asked the Chinese enterprises should stand up employment and management of human resources, so that enterprises can continue driving force behind the development of people-oriented position. Enterprise reform program only in line with the values ??of the Chinese people, in order to strengthen and expand the enterprises in China, in order to enhance the influence of Chinese enterprises in the world.

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CLC: > Economic > Economic planning and management > Enterprise economy > Companies around the world economy > China
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