U.s. Multinationals To Retain Core Staff Incentives

Competition in today's society is a competition of talents. And the core employees who are in a scarce and irreplaceable position in enterprises and even in the industry will become the focus of the competition, this is because they created the bulk of the enterprise profit, and the enterprise core competitiveness. The core employees are so important that many companies are trying to retain them, in particular transnational corporations. They even have a set of scientific incentives to retain core employees.This paper is to study the core employees from the perspective of the United States multinationals. The paper mainly researches how United States multinational companies define and understand the core employees, and how they retain core employees.This paper studies how the United States multinational companies retain key employees in six parts:The first part, two main categories: part from a macro starting. This part describes the study background, the research direction at home and abroad, as well as practical and theoretical significance; another part from a micro starting, this part describes the research content, methods, and difficulties and innovation of the paper.The second part is the United States multinational corporations' awareness of the core staff. First, this part describes the United States multinational corporations' human resources management model that is a general background. Then, this part explains how the United States multinational companies define the core employees in both theory and practice. Finally, this part sums up the characteristics of core employees in the United States multinational corporations.The third part is the theories of the core employee incentive. This part describes a solution to the problem by the application of the theory: core staff theory, staff mobility theory, staff incentive theory and transnational corporations' cultural theory. In addition, this section also identifies the various theories in the text of the application.The fourth part describes the reasons and costs of United States multinational core employee loss. From the perspective of the loss, this part analyzes the reasons of the United States multinational corporations' core employees' leaving and the costs brought about by their separation.The fifth part is the measures that the United States multinational companies take in order to retain the core employees. First, this part concludes the general measures that the United States multinational companies take in order to retain core employees, and then list some representative and typical cases that the United States multinational companies retain the core employees.The sixth part tells us the incentive measure enlightenment that the United States multinational companies give the Chinese multinational companies. The beginning part illustrates the difference and similarities between the United States core employees and the Chinese core employees. Next, the part tells us what the Chinese multinational companies can get from the incentive measures of the United States multinational companies.Through the research of the United States multinational corporations' core employees, I believe that United States multinational corporations' core staff and China's have some similarities. And I hope this paper can give China's enterprises some reference.