Experience of localization of human resource management of transnational companies in China
https://doi.org/10.35854/1998-1627-2025-2-251-262
Abstract
Aim. The work aimed to propose recommendations on localization of human resource management for Chinese transnational companies (TNCs) in Russia.
Objectives. The work seeks to identify and summarize the problems arising in localization of human resource management of transnational companies in China; to analyze the causes of these problems; as well as to develop recommendations on localization of human resource management of Chinese transnational companies in Russia.
Methods. The author applied statistical analysis, comparative analysis, generalization, deduction, and induction.
Results. The work summarizes the experience of transnational companies in localization of human resource management in China, and identifies a number of common problems in the localization of human resources. The author analyzed the causes of these problems and gave recommendations on localization of human resource management of Chinese transnational companies in Russia.
Conclusions. Chinese transnational companies have gained extensive experience in the successful practice of localization of human resource management in China. There are many differences in human resource management between China and Russia. In view of this, Chinese transnational companies in Russia should analyze the practice of localizing human resource management in China. The author presents recommendations for localizing human resource management of Chinese transnational companies in host countries, considering the identified problems, namely 1) improving the level of training of expatriates; 2) training in corporate culture and localizing training methods; 3) improving the mechanism for career advancement of local employees; 4) creating a more inclusive corporate culture; 5) forming a system of professional training of talents in the company and strengthening the talent pool; 6) increasing the attractiveness of wages and benefits for talented employees; 7) creating a local research center; 8) strengthening trust in local talents and faith in their abilities; 9) introducing localized methods of performance management; 10) localization of the remuneration system.
About the Author
Q. Hu
Lomonosov Moscow State University
Russian Federation
Competing Interests:
Russian Federation
Hu Qinqin, postgraduate student
1 Leninskie Gory, Moscow 119234, Russia
Competing Interests:
The author declares no conflict of interest related to the publication of this article.
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Review
For citations:
Hu Q. Experience of localization of human resource management of transnational companies in China. Economics and Management. 2025;31(2):251-262. (In Russ.) https://doi.org/10.35854/1998-1627-2025-2-251-262
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