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Human Resource Development Practices in State-Owned Enterprises

Title
Human Resource Development Practices in State-Owned Enterprises
Authors
주로
Issue Date
2020
Department/Major
대학원 국제사무학과
Publisher
이화여자대학교 대학원
Degree
Master
Advisors
박윤희
Abstract
With HRD spread to China from the 1980s, the development of human resources in China has developed rapidly and made considerable progress. The progress of human resource development in China has promoted the development of state-owned enterprises. However, at present, there is few research on the HRD practice in Chinese SOEs. Moreover, due to the limitations of research methods, the universality and correctness of research results are also questioned. In order to meet the research purpose of this paper, that is, to understand the current situation of human resource development practice, this paper designed the following research questions as: (1) What are the structure and functions of HRD department? (2) What is the current status of training and development in the company? (3) What is the current status of career development in the company? (4) What is the status of organizational development in the company? Interviews and document analysis method were used to analyze and collect the data. Eleven personnel involved in HRD field from five state-owned enterprises were interviewed in this study. The findings of the study were presented as ten themes corresponded to four research questions.Document data and interview data were analyzed by document analysis and thematic analysis respectively. In terms of the function and structure of the HRD department, none of the five companies interviewed had an independent HRD department. The department that drives the human resources development function is included in the human resources department, called the training department. Besides, in some state-owned enterprises, training departments lack career development functions. In addition, some training departments of state-owned enterprises do not perform organizational development functions, and this function was assumed by other departments. In terms of training, we find that recently, it has become a common phenomenon that training institutions issue certificates after training, and training cooperation between enterprises and universities of training institutions is frequent. However, this kind of training is not practical because China’s university education is more inclined to theory. In terms of career development, career development practice has greatly helped the advancement of technical personnel. However, due to the establishment of promotion system, career development is not enough to help administrators. We also found that small state-owned enterprises do not invest enough in employee career development compared to state-owned enterprises. In terms of organizational development, firstly, state-owned enterprises neglected the responsibility of organizational development consulting. Secondly, state-owned enterprises do not use organizational development activities to increase employee communication and thus become catalysts for organizational change. Moreover, the HRD practitioners in SOEs lack theoretical knowledge of organizational development.The conclusion of this paper puts forward ten propositions for the practice of HRD in state-owned enterprises. As for the implication for future studies, the author suggested that the research results of this paper need to be further confirmed in the data of more studies on SOEs in the future. Moreover, the author indicated that the comparative studies on HRD between SOEs and other enterprises is also worth exploring.;1980년대 이후 인적 자원 개발에 따라 중국의 인적 자원 개발이 급속한 발전을 이끌고 장족의 진보를 이루었다. 중국 인력 자원 개발의 진보가 국유 기업의 발전을 촉진시켰다. 그러나 현재 국유기업인적자원개발에 대한 연구량이 제한되어 있으며 연구방법도 한계가 있다. 본문은 여러 사례 연구의 방법을 채택하여, 업계에서 가장 대표적인 다섯 개 국유 기업의 인력 자원 개발 실천을 연구하였다. 이 글의 결론은 국유기업 인력자원개발의 현황과 개선의 공간을 10가지 주제로 제시하고 중국의 국유기업의 인력자원개발에 대해 10가지 건의를 제시했다. 본문은 과학기술의 발전을 결합하여 국유기업인적자원개발의 발전전략을 제시하고 국유기업인적자원개발의 미래발전을 예측하고 미래의 인적자원개발실천을 지도했다.
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일반대학원 > 국제사무학과 > Theses_Master
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