Human Resources System Diagnosis For Multinational Family Business-M Company

Since the1990s, with the deepening of China’s reform and opening up, theincreasing development of information technology and globalization of economicdevelopment, more and more foreign-funded enterprises continue to increaseinvestment in China, and has achieved rapid development，so there are a lot of newchanges on the corporate ownership and managerial mode. Various types of enterprisesare facing increasingly fierce competitive situation. Especially with the domestic privateeconomy growing cross-border investment activities as well as the influx offoreign-funded enterprises, cross-border management of the family business problemshave become increasingly prominent. The multinational operations of the familybusiness will face more important challenges how to achieve effective management dueto differences in economic development, cultural background, the quality of personnelin new investment. In particular, since the beginning of the21st century, with the adventof the era of knowledge economy, the competitive advantage of access to materialresources from relying on the traditional turned to human resources, human resourcesmanagement issues of transnational business family business has become particularlyprominent.This paper, taking the transnational family business-M company as an example,analysis business conditions, organizational structure and personnel status; It mainlyfocus on four aspects to analyze the status of the human resources management of themultinational family business-M Company based on the human resource managementtheory: strategic planning of human resources, talent recruitment, training anddevelopment of staff, the company’s payment and performance appraisal system; Thiscan find the reasons for employee highly turnover rate and give the improvement adviceto solve the problems to keep the company obtaining long-term sustainable development.The results show that:(1) Enterprises should develop the strategy for the companyaccording to their own situation and local conditions, and also need to consider differentcultural backgrounds, laws and regulations where the company is located, socialbackground, etc.; To be conducive to business formation in the internal mechanism, Mcompany be suggested using U-form Organization plus “Multidivisional structure”；(2)Enterprises should improve employee recruitment system. Increasing recruitmentchannels, it’s not only the internal’s but also the flexible external’s; enterprises can hirethe right employee with the minimum cost by the effective job analysis；(3) Enterpriseshould give more focus on improving of the employee training and career developmentsystem; M company also should ensure the advanced headquarters’ conceptimplemented by raising awareness of the employee, improving the trainers’ skills,increasing the flexible training methods, performing effective training evaluation andincentive systems；(4) Enterprises should improve the cohesion and turnover rate ofemployees by unifying the company’s and personal objective, establishing themeasurable personal key performance indicators according with company’s strategicgoals, improving the compensation and welfare system with the changing market,implementing the performance and career development program which is come fromheadquarters.This study is not only provided a solution for M company’s human resourcemanagement system but also given an important reference for the others transnationalfamily enterprise’s human resource management.