| Group enterprises in China all take "being larger and stronger" as their development philosophy either implicitly or explicitly. Under such philosophy and target, as a group enterprise moves gradually towards scale, depth and internationalization, it will be inevitably confronted with a problem concerning the extent to which the parent company controls its subsidiaries. As a result, it is important for the group enterprise to correctly handle the relationship between the Group and its subsidiaries and to establish a systematic and complete management and control mechanism. However, management is by nature the management of people. As an essential pillar and the internal driver of the company’s development, HR management and control should not only focus on the problems of the individual company, but also take into consideration the strategic planning of the parent company as well as the advantages and features of its subsidiaries so as to establish an effective HR management mode that clearly defines the management power and limit of each level of HR, strikes a balance between centralized power and independence, and gives full play of the uniformity and flexibility in the management of the parent company. By doing so, the function of HR could be maximized while the long-term development goal of the group company could be achieved.In this paper, from the perspective of the group company human resources control theory, it analysts the main consideration of the influence on group company HR control mode selection, in order to provide theoretical support and practical level of exploration. Based on the emerging large state-owned enterprise—TBCI Group, this article applies theory to practice. By collecting data and analyzing the difficulties and causes in HR management, the article proposes suggestions of improvement and measures on HR management in TBCI Group. |
