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日本企业在上世纪60年代到80年代的经济大发展中积累了先进的公司管理经验,形成了适应日本国情的独特的管理模式,年功序列工资制是其薪酬管理的主要模式。随着日本企业纷纷进入中国市场,他们也把这种在自己母国形成的管理经验和管理模式带到中国,在一定程度上取得了良好的效果。但很遗憾的是,到目前为止,部分在华日资企业还仍旧停留在“利用中国廉价劳动力”这一较底的层次上。而且,目前很大一部分在华日资企业在企业管理上过分倚重母国的管理经验和管理模式,没有按照中国的国情和文化建立有竞争性的战略薪酬管理体系,导致人才流失严重,企业经营举步维艰。
Japanese companies accumulated advanced corporate management experience during the economic development in the 1960s and 1980s, and formed a unique management model adapted to Japan’s national conditions. The annual wage system is the main mode of salary management. As Japanese companies have entered the Chinese market one after another, they have also brought this kind of management experience and management model formed in their home country to China and have achieved good results to some extent. However, it is regrettable that so far, some Japanese-funded enterprises in China still remain at the bottom of the “use of cheap labor in China”. Moreover, at present, a large part of Japanese companies in China rely too heavily on the home country’s management experience and management model in their business management. Failure to establish a competitive strategic compensation management system in accordance with China’s national conditions and culture leads to serious brain drain and difficulty in business operations. .