十一月 19, 2017

论文代写:国企和民企之间的竞争

论文代写:国企和民企之间的竞争

Wang & Nayir(2006)指出,在过去的几十年里,就业市场发生了很大的变化。中国国有企业和民营企业存在着高水平的竞争。传统上,国有企业获得了更多的人才。有很高的品牌形象,更好的职业发展补偿和津贴(Wang & Nayir,2006)。然而,这在当今时代已经发生了变化。国有企业的品牌形象使人们考虑到国家的机遇。在新兴市场中,积极进取的公司的发展和大量的现金加上留存收益的大量现金,导致了更多的人才保留问题。在中国员工中,有一种挫折感是在外国经理手下工作的。许多跨国公司都是在世界各地运营的上市公司(Goodall,Li & Warner,2006)。Goodall,Li & Warner(2006)指出,这是一个全球性的现象,起因于过程的本地化。

论文代写:国企和民企之间的竞争
他们试图通过严格的内部控制来防止传统的礼物捐赠,以确保防止贪污和欺诈。这些都是为了促进一个原因或尊重上级,或者是为了制造贿赂。人才的竞争也在增加,信任、误解和职业轨迹也在增加。不同制度的固有文化规范也受到了审查。文化规范和工作伦理是不同的。中国的管理者更喜欢在清晰的等级结构中工作。他们对开放和协作的办公室感到不舒服。家庭关系和照顾家庭的义务使工作人员反对任何形式的搬迁。基于地理位置的旋转作业让员工感到最不舒服。

论文代写:国企和民企之间的竞争

Wang & Nayir (2006) state that the job market has changed considerably in the past few decades. High level of competition exists in the state-owned and private Chinese companies. Conventionally, the state-owned enterprises gain more talent. There is a high brand image, better compensation and allowance of career development (Wang & Nayir, 2006). However, this has changed in the current times. Brand images of the state-owned companies make people consider the opportunities with the state. The development and abundance of aggressive companies in an emerging market combined with the substantial cash from the retained earning has led to more issues in retention of talents. A frustration is observed in the Chinese employees to work under foreign managers. Many of the multinationals companies are public companies that operate around the world (Goodall, Li & Warner, 2006). Goodall, Li & Warner (2006) state that this is a global phenomenon that arises from the localization of the processes.

论文代写:国企和民企之间的竞争
They try to have stringent internal controls to prevent traditional gift giving to ensure that there is prevention of embezzlement and fraud. These are done to advance a cause or respect the higher authorities or to create bribery. There is increase in the competition for the talent and also issues of trust, miscommunication and career trajectory. The innate cultural norms of the different system are also brought under scrutiny. Cultural norms and work ethics are different. Chinese managers prefer to work in clearly hierarchical structures. They are not comfortable with the open and collaborative office. Family ties and obligations to care for the joint families cause the staff to oppose relocation of any kind. Rotating assignments based on geographical locations cause the employees to feel most uncomfortable.

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