跨国公司在华企业人员本地化的研究及对我国企业的启示

引言··················································· 3

一、跨国公司员工本土化的途径和方式····················· 4

（一）高薪聘用本土员工································· 4

（二）开设研究院······································· 6

（三）设立培训中心····································· 6

（四）人才幼苗的本土化································· 7

（五）通过并购实现人员本土化··························· 7

二、跨国公司在华企业人员本地化的影响及存在的问题······· 7

（一）跨国公司在华企业人员本地化的影响················· 7

（二）跨国公司在华企业人员本地化过程中存在的问题······· 9

三、跨国公司在华企业改善人才本土化的对策及对我国企业的启示····················································· 10

（一）跨国公司在华企业改善人才本土化的对策············· 10

（二）对我国企业的启示································· 12

结语··················································· 14

参考文献··············································· 15

内 容 摘 要

本文在简要概述跨国公司人员本土化现状的基础上，分析了跨国公司人员本土化的途径，认为跨国公司在华进行人员本土化有促使我国人才市场趋于完善，培养高素质人才，留住国内优秀人才等正面的影响和加剧中国人力资源市场竞争，给员工带来心理压力，间接限制国内企业发展，造成地域经济不均衡发展等负面影响，从而提出了跨国公司在华企业改善人才本土化的对策及对我国企业的一些启示。