Study Of The Integration Of Human Resources Management In The Project Development Of Capita Malls Asia

During the period from the reform of China's housing system in 1994 to the time before the severe state regulation of China's housing market in 2008,it is rapidly that the development of China's residential real estate.Meanwhile,from initial test to later development,the commercial real estate started to develop slowly.In 2008,Chinese real estate developers started to plan the development of commercial real estate in a passive manner in order to avoid the risk of housing regulation and control policies,so that the commercial real estate began to develop gradually and its first peak period came in 2010.Around 2000,China's real estate industry has been gradually developing its overseas investment institutions.With the steady appreciation of the RMB and the need for foreign investment in China to fill the shortage of funds for its domestic development,foreign capital infiltrated China's real estate industry rapidly.When foreign investment first entered the commercial real estate,they landed resources in cities Beijing,Shanghai,Guangzhou,Shenzhen and the core areas of the second,third line and coastal cities,where the economic development was more advanced,they were purchased to develop the commercial real estate.Commercial buildings were dominated by high-grade office buildings,hotels and shopping malls.During this period,it is also that the commercial real estate development company under Singapore Capitaland started its commercial real estate business in China under CapitaMalls Asia.In the process of overseas investment and management,transnational enterprises are bound to face the difficulties and pain points of integration of human resources management in the investment area due to different regions,cultures and customs.Integration of human resources management will enhance the core competitiveness of enterprises,while it needs not only professional tools and methods,but also the wisdom and experience.At the beginning of 2015,foreign-funded real estate enterprises gradually reduced their investment in China and the residential and commercial properties in China which were gradually led by Chinese central enterprises,state-owned enterprises and large-scale private enterprises.At the same time,the central enterprises and private enterprises went abroad to invest in response to the national strategy of "Belt and Road" of the country.Chinese central enterprises and private enterprises will appear and operate as foreign multinational enterprises along the "Belt and Road",and those Chinese enterprises will become international or multinational enterprises gradually.This paper,taking the Tianfu project of CapitaLand,which invested by CapitaMalls Asia in Chengdu,Sichuan,as an example,in the perspective of transnational real estate development enterprises,combs the problems occurred during the operation and development of the project,and discusses how to solve the problems and enhance the core competitiveness of the enterprise using the knowledges of the integration of human resources management,which shows the importance of such integration in transnational operations.The proposes of this paper following specific measures for the integration of human resources management in multinational enterprises: the integration of human resources management should start from the reform of the organization,it is recommendable to change the organizational structure from matrix type to flat type in order to reduce the levels of the organization;respect to the enterprise culture,it is important for the cross-cultural human resources management to be used to improve the understanding of the expatriate staff from headoffice and the managers on the cultural value and social orders at their workplace,meanwhile it is also necessary to let the local staff understand the cultural value,political system and personnel specifications at the location of the headoffice,so that all the staff in the enterprise could establish a common cultural base and improve their relationship;the integration and management of the expatriate staff should be carried out from various aspects,such as the seleccion of the expatriate staff,the assistance work for them to adapt the new conditions and the establishment of a complete performance and compensation system for the staff;finally,for most direct and effective manner,it is to apply the strategy of the localization of human resources to acquire the local competitive advantages and reduce the cost of the human resources management.After the integration of human resources management in the Tianfu project of CapitaLand developed by CapitaMalls West,there are some effects: the expatriate staff assigned to the project have integrated into the team,realizing mutual recognition and promotion of work with local staff;thanks to the previous adjustment of the organizational structure,and the way to report becomes more clearly and directly;the pace of the total project promotion has accelerated in an orderly way,and the previous problems left over in the project have been solved;finally the project is completed by the deadline set by the board of directors.It is the conclusion of this paper: First of all,in the transnational operation,the top-level design of organizational structure and human resources management should take account into internationalization and transnational operation.We must give full play to human resources management instead of resolving personnel issues,at the same time,we must make manpower resources investment budget.Secondly,the enterprise culture should run through the entire transnational operation process,so that employees from the outset have a sense of belonging to the enterprise and devote themselves wholeheartedly into the development of the enterprise.Thirdly,we must have a sound training mechanism.At the very beginning,we should attach importance to the human resources reserve.In the process,it is important for us to attach the training of staff,so that both employees' capabilities and enterprise benefits are sustainable.Finally,there should be fair and impartial evaluation mechanism,allowing employees to enjoy the achievements of enterprise development at the time of making contribution to it.