Human Resources Management Changes in China

'The only thing that doesn t change is change' a proverb from the Books of Changes written 3000 years ago reminds one that everything changes but change. As such it is important to have deeply understanding of changes happening in the market. This book presents an in-depth study of the banking industry in China using a historical comparative approach to assess human resources management (HRM)changes from 2000 to pre-2008 financial crisis. It explores the issue of change context, ie why HRM change occurs, what leads to/hinders HRM changes. There is a change content issue of which HRM areas and at what level change occurs. While changes have occurred in resourcing, rewards and training, embedded local culture and contingent impediments can make change difficult. This book further explores questions on change process which addresses how change occurs in terms of pace, magnitude and time, as well as what change outcome is likely to be. Findings about inter- group change between banks, intra-group change between home and host countries, and across-time change can provide timely insights for practitioners and companies to the challenges ahead.

Autorentext

Doctor en Dirección de Empresas por la Cass Business School City University de Londres, MBA por la Hong Kong University of Science and Technology, ha sido consultor de capital humano y profesional de los RRHH durante muchos años en Europa, China y Extremo Oriente. Sus publicaciones más recientes se encuentran en Asia Pacific Business Review, Changing Face of China y 21st Century Management.

Klappentext

''The only thing that doesn''t change is change'' a proverb from the Books of Changes written 3000 years ago reminds one that everything changes but change. As such it is important to have deeply understanding of changes happening in the market. This book presents an in-depth study of the banking industry in China using a historical comparative approach to assess human resources management (HRM)changes from 2000 to pre-2008 financial crisis. It explores the issue of change context, ie why HRM change occurs, what leads to/hinders HRM changes. There is a change content issue of which HRM areas and at what level change occurs. While changes have occurred in resourcing, rewards and training, embedded local culture and contingent impediments can make change difficult. This book further explores questions on change process which addresses how change occurs in terms of pace, magnitude and time, as well as what change outcome is likely to be. Findings about inter- group change between banks, intra-group change between home and host countries, and across-time change can provide timely insights for practitioners and companies to the challenges ahead.