文档介绍：Malcolm WarnerJudge Business School, University of Cambridge outline?Brief Introduction ?A possible explanatory schema?Economic background about china HRM?From personnel management to human resources?Mainly Contributions?Discussion and Concluding remarks(一)Introduction?possibility of a system of HRM ‘withAsian characteristics’, PRC may be offered as a essful example of such a genre.?matching innovation in its management system follows This generalization appears to ?t theChinese model strategic choice① leave things unreformed②evolve new indigenous forms③straightforwardly adapt Western types of management④Westernknowledge to implement an evolutionary change process(二) A possible explanatory schemaCoreStrategicMacro-economicMicro-esManagementLabour-marketEmploymentHRMSets of variablesFigure 1. A schema of market-driven human resources 2. Uni-directional schema of 3. Overlapping people-management characteristics.(三) Economic background?(三)economic background?a process that was to be an integral part of the ‘modernization’ programme,Developing labour markets(laodonglishichang),commodity labour (shangpin laodong) and HRM (renli ziyuan guanli) were to be integral to this demarche.?PRC has been one of the world’s fastest-growing economies in the last two decades and postedanother strong year in 2006, expanding by %. Per capita gross domestic product(GDP) was about US$2,000.?The share of SOEs in productive output has fallen from % in 1978 to less than 30% now, 170,000 SOEs with assets adding up toalmost US$1 trillion?Foreign direct investment (FDI) has continued to pour in and topped US$63 billion, in 2006?population (over billion) and workforce (nearly 765million) pressure(四)From personnel management to human resources?Under the old planned economy, the SOEs implemented a form of personnel management (renshi guanli) anize their employees (see Schurman 1968; Kaple 1994; Warner 1995)?In 1992, the ‘three personnel reforms’(s