Study On Human Resource Localizaiton Management For Foreign-owned Company In China

Since the ponder globalization, the motion localization has been enters in 1990s, the foreign-owned company make this as persist development strategy. Although many foreign-owned companies are pushing the localization, the process is not smooth because of the miscellaneous culture, folk customer habit and some laws and rules. Now the study on the localization influence factor has already matured, and primary level employees already finished localization, but there are little systematic discussion of how the localization process should be well managed and keep scattered during the middle-level managers. The essay makes this gap as research target.The localization extent of middle-level managers is the critical factors to contribute to the successful localization. In this article, the view point is that company can change the proportion of expatriate and local employees to push the localization process.Based on the review of related diversity culture, national human resource development, value chain and variation theory, also through analyzing the host country development environment deeply, the essay first points the difficult operation reasons: lack of managers with managing skills; culture conflict impeded the process; highly turnover rate on local managers. Meanwhile the essay give the feasible analysis: cut down the total cost, to adapt the host culture, risk and failure for expatriates, the globalization view to push the localization. On the above basis, the essay developed a three-stage model of the localization process, that is making the plans for localization, then bounding the objectives of localization development, finally consolidating the achievement of localization. In this article, we use this model to describe the challenges that foreign-owned company face when localizing middle-level management position in the People's Republic of China. Firstly manage strategy arrangement, select expatriates according to localization plan; then recruit outstanding local managers or people with overseas learning or working experience, at the same time, the company should establish an incentive mechanism both for expatriates and local managers to ensure the smooth localization; finally consolidate the achievement, on the one hand to eliminate the trouble back at home, on the other hand to keep local trained managers. Simultaneously, in order to improve the practice significance, the essay cite an instance to test and verify the model operation efficiency.Human resource localization has already became the lasting development objective for foreign-owned company. The essay makes the systematic analysis for the middle-level manager localization, combines the actual case and the host country development environment, for avoiding to blind following. Hope this article can provide useful reference to human resource localization in China for foreign-owned corporation.