%0 Journal Article
%T Adjustment and Changes of Western Expatriate Management In China
%A Jian-nian YU
%J Cross-Cultural Communication
%D 2005
%I Canadian Academy of Oriental and Occidental Culture
%R 10.3968/1726
%X Since China become a magnet for foreign direct investment (FDI), more and more TNC (transnational companies) filiales have operated in China and expatriates increasingly, which has driven expatriate management undergone dramatic changes in the past five years. The traditional expatriates management that focus on the developed countries and the individual expatriate has changed greatly. The areas of the expatriate management are now more on the developing country (like China) and the organization level of expatriate management. This paper collects some dates that derived from 11 investigate reports, first indicates the different of expatriates management between developed vs developing countries and concludes 7 changes in the expatriate management in China: 1)the destination of oversea relocating; 2)expatriates long-term/Short-term assignments; 3)expatriate jobs; 4)the sizes of expatriate£»5)the relocating model; 6)the cross culture of training; and 7)Expatriate compensation diversifying. Key Words: expatriate management, cross culture management, Human resource, trend R¨¦sum¨¦: Avec le d¨¦veloppement profond de la mondialisation ¨¦conomique , la connotation de la gestion du personnel envoy¨¦ ¨¤ l¡¯¨¦tranger dans les soci¨¦t¨¦s transnationales a beaucoup ¨¦volu¨¦ depuis ces 5 derni¨¨res ann¨¦es . Depuis longtemps , la recherche de la gestion du personnel envoy¨¦ ¨¤ l¡¯¨¦tranger s¡¯est concentr¨¦e principalement sur le micro-aspect individuel des employ¨¦s envoy¨¦s aux pays d¨¦velopp¨¦s , telle que l¡¯adaptabilit¨¦ interculturelle des individus , alors que l¡¯on s¡¯int¨¦resse beaucoup moins ¨¤ la gestion du personnel envoy¨¦ dans les pays en voie de d¨¦veloppement , ce qui est insuffisant pour notre connaissance des traits de la gestion et de la tendance du d¨¦veloppement du personnel envoy¨¦ ¨¤ l¡¯¨¦tranger dans les soci¨¦t¨¦s transnationales . Bas¨¦ sur les donn¨¦es r¨¦v¨¦l¨¦es dans les 11 enqu¨ºtes et les recherhes repr¨¦sentatives sur le personnel envoy¨¦ ¨¤ l¡¯¨¦tranger ¨¤ partir de l¡¯an 2000 , ce texte expose pour la premi¨¨re fois la question de la diff¨¦rence de la gestion du personnel envoy¨¦ ¨¤ l¡¯¨¦tranger et fait un bilan br¨¨f sur la tendance d¡¯¨¦volution de la gestion du personnel envoy¨¦ ¨¤ l¡¯¨¦tranger dans les entreprises transnationales qui se si¨¨gent en Chine sous sept aspects suivants : 1 , ¨¦volution de cat¨¦gorie des pays 2 , ¨¦volution quantitative du personnel 3, ¨¦volution de poste du personnel envoy¨¦ ¨¤ l¡¯¨¦tranger 4, ¨¦volution de temps 5 , ¨¦volution de mod¨¨le 6 , ¨¦volution de formation du personnel envoy¨¦ ¨¤ l¡¯¨¦tranger 7 , pluralisme du r¨¦num¨¦ration du travail du personnel envoy¨¦ ¨¤ l¡¯¨¦tranger . mot
%U http://cscanada.net/index.php/ccc/article/view/1726