Human Resources Management in China

Davies, Doug; Wei, Liang

doi:10.1533/9781780632223

Cited by 3 publications

(4 citation statements)

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“…In this vein, Taiwanese OEMs in China have mostly relied on their own capabilities to establish their respective workforce development strategies that can fit their actual labor demands in upgrading. Given growing evidence points outs the problems on labor shortages and mismatches between skills demand and supply facing foreign OEMs in China (Davies & Liang, 2011), equipping the workforce with job-relevant skills for ascending the GVCs grows to be a continuing challenge for Taiwanese OEMs.…”

Section: Taiwanese Oems In Chinamentioning

confidence: 99%

“…Evidence has also indicated the tough issues on labor shortages and mismatches between skills demand and supply facing foreign OEMs in China recently (Sheldom & Li, 2013;Davies & Liang, 2011). Fortunately, most world brands, such as Taylor Made, Ping, and Nike, consider the upgrading of key OEM suppliers as a deliberate part of their sourcing strategy (Kang, Mahoney, & Tan, 2009;IIvarsson & Alvstam, 2011).…”

Section: Workforce Development Strategies (Wfd) By Both Firms Have Tamentioning

confidence: 99%

“…Hence, the higher stage of the value chain in golf club manufacturing, the more highly specialized professionals are required to take on some critical bottleneck positions. However, given the public educational institutions in China have not been able to fill these skills gaps (Sheldom & Li, 2013;Davies & Liang, 2011), both case firms have been depending mostly on themselves to www.ccsenet.org/ass Asian Social Science Vol. 10, No.…”

Section: Specific Training For Key Bottleneck Positions Required By Gmentioning

confidence: 99%

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An Exploratory Study on Workforce Development Strategies by Taiwan-Invested OEMs in China

Chin¹,

Liu²

2014

ASS

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This study employs the perspective of global value chain (GVC) to address the workforce development (WFD) strategies conducted by Taiwanese OEMs in China for supporting their GVC upgrading. According to the case-based empirical analysis, five major characteristics of their WFD strategies are identified: 1) Consideration of the imbalance between skills supply and demand for GVC upgrading in China; 2) Inclusion of training industry-specific skills as per international standards, 3) Emphasis on developing "soft skills"; 4) Specific training for key bottleneck positions required by GVC upgrading; 5) Establishment of innovative corporate career development initiatives. This paper contributes to the literature by promoting better understanding of the WFD strategies by Taiwanese OEMs in China as well as examining the critical role of these strategies in facilitating GVC upgrading. Further, since a variety of enterprises interviews were conducted, it answers to a recent call for using first-hand information to analyze relevant issues, providing constructive implications for other Taiwanese OEMs to overcome the critical skilled labor shortage that may hinder their GVC upgrading.

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Section: Taiwanese Oems In Chinamentioning

confidence: 99%

Section: Workforce Development Strategies (Wfd) By Both Firms Have Tamentioning

confidence: 99%

Section: Specific Training For Key Bottleneck Positions Required By Gmentioning

confidence: 99%

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An Exploratory Study on Workforce Development Strategies by Taiwan-Invested OEMs in China

Chin¹,

Liu²

2014

ASS

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“…On the one hand, there are many projects to be started and human resources are in short supply. On the other hand, the complexity of power plant construction has many requirements for human resources allocation, so it is necessary to consider different types and stages of engineering projects and rationalize the allocation of different professional and technical personnel [1]. Better optimal allocation of human resources can improve engineering efficiency, save costs [2] and speed up the process of engineering construction, which also makes the optimal allocation of human resources gradually become one of the key concerns of enterprises, especially for engineering project enterprises.…”

Section: Introductionmentioning

confidence: 99%

Informatization Management and Optimal Allocation of Human Resources in Engineering Projects

Yunli¹,

Zhao²,

Wang³

2023

AEMR

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Based on the engineering projects in progress, this paper aims to explore the improvement of human resource informatization management in engineering projects from the perspective of personnel allocation benchmark, automatic recommendation of professional title evaluation and visual management of cadre gap. In terms of optimal allocation of human resources, it focuses on optimizing the allocation of human resources in the engineering projects from the aspects of recruitment cycle, channel management and inter-project personnel recommendation, which provides a new development idea for the human resources management of engineering projects in the face of the digital transformation of enterprises today.

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Quality of Work Life, Job Enrichment and their Impact on Employee Retention: Exploratory Research in Private Colleges in Baghdad

Ahmed

Khudari

Hussein

et al. 2023

Wseas Transactions on Business and Economics

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Quality of work life (QWL) can be impacted by a variety of factors, including organizational structure, the physical environment, job security, and the opportunity for personal growth and development. As job enrichment is a key component of QWL, it can play an important role in employee retention. The main objective of this research is to determine the dimensions of QWL and job enrichment that promote employee retention and how those dimensions significantly impact employee retention. The research was based on a questionnaire survey with (358) faculty members representing 10 private colleges in Baghdad, the questionnaires’ reliability and validity were examined, and data were described and analysed using a descriptive and analytical approach by using SmartPLS to test the hypothesises. The findings assert both quality of working life and job enrichment had a significant impact on employee retention. The study urges employers to offer highly desirable working conditions, and by utilizing a job enrichment strategy, faculty staff roles are created to keep them.

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Human Resources Management in China

Cited by 3 publications

References 0 publications

An Exploratory Study on Workforce Development Strategies by Taiwan-Invested OEMs in China

An Exploratory Study on Workforce Development Strategies by Taiwan-Invested OEMs in China

Informatization Management and Optimal Allocation of Human Resources in Engineering Projects

Quality of Work Life, Job Enrichment and their Impact on Employee Retention: Exploratory Research in Private Colleges in Baghdad

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