Dr. Doug Davies is a Senior Lecturer in Human Resources Management and Industrial Relations at the University of Canberra, Australia. He has lectured extensively in China and has visited many parts of China during his research. He has also taught in Singapore and Hong Kong and has been the International coordinator for HR and Business programs at Curtin University in Perth and at the University of Canberra. Davies has written papers on HR and IR practices in Australia, Singapore and China, and currently serves on the Editorial Board of three journals while undertaking research on staff engagement issues in Australia and China. Ms. Liang Wei is a Lecturer in the School of Business at the East China University of Science and Technology, Shanghai, China. She has lectured at MBA level for many years and is familiar with Chinese enterprise operations. She has translated several books concerning the field of business practices into Mandarin. Ms. Liang Wei is a Lecturer in the School of Business at the East China University of Science and Technology, Shanghai, China. She has lectured at MBA level for many years and is familiar with Chinese enterprise operations. She has translated several books concerning the field of business practices into Mandarin.

• About the authorsAcknowledgementsList of figures and tablesChapter 1: IntroductionMethod usedLiterature reviewIssues discussed in the studiesChapter 2: Succession planning in the Chinese subsidiary of a multinational enterpriseIntroductionLiterature reviewThe organisationThe visionOEO in ChinaDemographicsSuccession planningCandidate selectionLearning needsProgramme resultsThe competenciesMeasurement of the competenciesWhat was learnt?ConclusionChapter 3: Staffing issues in a furniture exporting organisation in NingboIntroductionLiterature reviewThe organisationThe problemsStaff satisfactionSupply problemsRecruitment of staffAlternative supplier and delivery problemsConclusionChapter 4: Human resource problems at the US Vehicles motor factory in central ChinaIntroductionLiterature reviewThe organisationThe problemsResolution of the problems – conflict managementTrainingCompensation and performanceCross-cultural conflictExpatriatesConclusionChapter 5: Management and staffing at a start-up regional airlines companyIntroductionLiterature reviewThe organisationThe problemsThe solutionThe structureConclusionChapter 6: Human resource problems during a merger and acquisitionIntroductionLiterature reviewThe organisationThe problemsMergers and takeoversStudent recruitment issuesExpatriate leadershipIndustrial relations issuesConclusionChapter 7: The compensation system reform of the multi-purpose workgroup in a heat-treatment workshopIntroductionThe organisationThe problemsThe solutionThe implementationConclusionChapter 8: The balanced scorecard in the Credit Card Association of ChinaIntroductionLiterature reviewThe organisationCompany mission and responsibilitiesThe problemsTo boost the inter-departmental communication – the horizontal committee systemTo align corporate goals with departmental activities – the balanced scorecardThe establishment of a strategy mapFive criteria to evaluate the effectiveness of the measuresSix criteria for screening initiativesSample matching grid of initiativesConclusionAppendix: The organisational structure of CCACChapter 9: Staff turnover in a pharmaceutical and healthcare companyIntroductionLiterature reviewThe organisationThe problemsThe solutionThe resultsConclusionChapter 10: Staff retention in the hotel industryIntroductionLiterature reviewThe organisationThe problemsRemuneration and motivationCulture within the hotelPromotion and retentionStaff turnoverOther incentivesConclusionChapter 11: Human resource problems in a high-tech business incubatorIntroductionLiterature reviewThe organisationThe problemsThe solutionConclusionChapter 12: Staff retention, motivation and commitment at the China Electrical Components organisationIntroductionLiterature reviewThe organisationThe problemsThe solutionsThe morale and motivation of staffOther operational improvementsConclusionChapter 13: Remuneration and retention in a privately-owned technology companyIntroductionLiterature reviewThe organisationThe problemsThe solutions‘Flow-back’Core employee planGovernment assistanceConclusionChapter 14: Organisational change at a multinational gas corporation in ShanghaiIntroductionLiterature reviewThe organisationAreas of change/challengeAuthorisation policyThe objectiveConclusionChapter 15: Compensation strategies as a motivational and retention toolIntroductionLiterature reviewThe organisationThe problemContinuing changesOrganisational changes and the compensation problemsStock option planThe benefits and problems of the stock option planFurther organisational changesConclusionChapter 16: Performance management at International Air TransportIntroductionLiterature reviewThe organisationThe problemThe solutionThe result of the changesConclusionChapter 17: ConclusionIndex

Dr. Doug Davies is a Senior Lecturer in Human Resources Management and Industrial Relations at the University of Canberra, Australia. He has lectured extensively in China and has visited many parts of China during his research. He has also taught in Singapore and Hong Kong and has been the International coordinator for HR and Business programs at Curtin University in Perth and at the University of Canberra. Davies has written papers on HR and IR practices in Australia, Singapore and China, and currently serves on the Editorial Board of three journals while undertaking research on staff engagement issues in Australia and China. Ms. Liang Wei is a Lecturer in the School of Business at the East China University of Science and Technology, Shanghai, China. She has lectured at MBA level for many years and is familiar with Chinese enterprise operations. She has translated several books concerning the field of business practices into Mandarin. Ms. Liang Wei is a Lecturer in the School of Business at the East China University of Science and Technology, Shanghai, China. She has lectured at MBA level for many years and is familiar with Chinese enterprise operations. She has translated several books concerning the field of business practices into Mandarin.

• About the authorsAcknowledgementsList of figures and tablesChapter 1: IntroductionMethod usedLiterature reviewIssues discussed in the studiesChapter 2: Succession planning in the Chinese subsidiary of a multinational enterpriseIntroductionLiterature reviewThe organisationThe visionOEO in ChinaDemographicsSuccession planningCandidate selectionLearning needsProgramme resultsThe competenciesMeasurement of the competenciesWhat was learnt?ConclusionChapter 3: Staffing issues in a furniture exporting organisation in NingboIntroductionLiterature reviewThe organisationThe problemsStaff satisfactionSupply problemsRecruitment of staffAlternative supplier and delivery problemsConclusionChapter 4: Human resource problems at the US Vehicles motor factory in central ChinaIntroductionLiterature reviewThe organisationThe problemsResolution of the problems – conflict managementTrainingCompensation and performanceCross-cultural conflictExpatriatesConclusionChapter 5: Management and staffing at a start-up regional airlines companyIntroductionLiterature reviewThe organisationThe problemsThe solutionThe structureConclusionChapter 6: Human resource problems during a merger and acquisitionIntroductionLiterature reviewThe organisationThe problemsMergers and takeoversStudent recruitment issuesExpatriate leadershipIndustrial relations issuesConclusionChapter 7: The compensation system reform of the multi-purpose workgroup in a heat-treatment workshopIntroductionThe organisationThe problemsThe solutionThe implementationConclusionChapter 8: The balanced scorecard in the Credit Card Association of ChinaIntroductionLiterature reviewThe organisationCompany mission and responsibilitiesThe problemsTo boost the inter-departmental communication – the horizontal committee systemTo align corporate goals with departmental activities – the balanced scorecardThe establishment of a strategy mapFive criteria to evaluate the effectiveness of the measuresSix criteria for screening initiativesSample matching grid of initiativesConclusionAppendix: The organisational structure of CCACChapter 9: Staff turnover in a pharmaceutical and healthcare companyIntroductionLiterature reviewThe organisationThe problemsThe solutionThe resultsConclusionChapter 10: Staff retention in the hotel industryIntroductionLiterature reviewThe organisationThe problemsRemuneration and motivationCulture within the hotelPromotion and retentionStaff turnoverOther incentivesConclusionChapter 11: Human resource problems in a high-tech business incubatorIntroductionLiterature reviewThe organisationThe problemsThe solutionConclusionChapter 12: Staff retention, motivation and commitment at the China Electrical Components organisationIntroductionLiterature reviewThe organisationThe problemsThe solutionsThe morale and motivation of staffOther operational improvementsConclusionChapter 13: Remuneration and retention in a privately-owned technology companyIntroductionLiterature reviewThe organisationThe problemsThe solutions‘Flow-back’Core employee planGovernment assistanceConclusionChapter 14: Organisational change at a multinational gas corporation in ShanghaiIntroductionLiterature reviewThe organisationAreas of change/challengeAuthorisation policyThe objectiveConclusionChapter 15: Compensation strategies as a motivational and retention toolIntroductionLiterature reviewThe organisationThe problemContinuing changesOrganisational changes and the compensation problemsStock option planThe benefits and problems of the stock option planFurther organisational changesConclusionChapter 16: Performance management at International Air TransportIntroductionLiterature reviewThe organisationThe problemThe solutionThe result of the changesConclusionChapter 17: ConclusionIndex

Dr. Doug Davies is a Senior Lecturer in Human Resources Management and Industrial Relations at the University of Canberra, Australia. He has lectured extensively in China and has visited many parts of China during his research. He has also taught in Singapore and Hong Kong and has been the International coordinator for HR and Business programs at Curtin University in Perth and at the University of Canberra. Davies has written papers on HR and IR practices in Australia, Singapore and China, and currently serves on the Editorial Board of three journals while undertaking research on staff engagement issues in Australia and China. Ms. Liang Wei is a Lecturer in the School of Business at the East China University of Science and Technology, Shanghai, China. She has lectured at MBA level for many years and is familiar with Chinese enterprise operations. She has translated several books concerning the field of business practices into Mandarin. Ms. Liang Wei is a Lecturer in the School of Business at the East China University of Science and Technology, Shanghai, China. She has lectured at MBA level for many years and is familiar with Chinese enterprise operations. She has translated several books concerning the field of business practices into Mandarin.

• About the authorsAcknowledgementsList of figures and tablesChapter 1: IntroductionMethod usedLiterature reviewIssues discussed in the studiesChapter 2: Succession planning in the Chinese subsidiary of a multinational enterpriseIntroductionLiterature reviewThe organisationThe visionOEO in ChinaDemographicsSuccession planningCandidate selectionLearning needsProgramme resultsThe competenciesMeasurement of the competenciesWhat was learnt?ConclusionChapter 3: Staffing issues in a furniture exporting organisation in NingboIntroductionLiterature reviewThe organisationThe problemsStaff satisfactionSupply problemsRecruitment of staffAlternative supplier and delivery problemsConclusionChapter 4: Human resource problems at the US Vehicles motor factory in central ChinaIntroductionLiterature reviewThe organisationThe problemsResolution of the problems – conflict managementTrainingCompensation and performanceCross-cultural conflictExpatriatesConclusionChapter 5: Management and staffing at a start-up regional airlines companyIntroductionLiterature reviewThe organisationThe problemsThe solutionThe structureConclusionChapter 6: Human resource problems during a merger and acquisitionIntroductionLiterature reviewThe organisationThe problemsMergers and takeoversStudent recruitment issuesExpatriate leadershipIndustrial relations issuesConclusionChapter 7: The compensation system reform of the multi-purpose workgroup in a heat-treatment workshopIntroductionThe organisationThe problemsThe solutionThe implementationConclusionChapter 8: The balanced scorecard in the Credit Card Association of ChinaIntroductionLiterature reviewThe organisationCompany mission and responsibilitiesThe problemsTo boost the inter-departmental communication – the horizontal committee systemTo align corporate goals with departmental activities – the balanced scorecardThe establishment of a strategy mapFive criteria to evaluate the effectiveness of the measuresSix criteria for screening initiativesSample matching grid of initiativesConclusionAppendix: The organisational structure of CCACChapter 9: Staff turnover in a pharmaceutical and healthcare companyIntroductionLiterature reviewThe organisationThe problemsThe solutionThe resultsConclusionChapter 10: Staff retention in the hotel industryIntroductionLiterature reviewThe organisationThe problemsRemuneration and motivationCulture within the hotelPromotion and retentionStaff turnoverOther incentivesConclusionChapter 11: Human resource problems in a high-tech business incubatorIntroductionLiterature reviewThe organisationThe problemsThe solutionConclusionChapter 12: Staff retention, motivation and commitment at the China Electrical Components organisationIntroductionLiterature reviewThe organisationThe problemsThe solutionsThe morale and motivation of staffOther operational improvementsConclusionChapter 13: Remuneration and retention in a privately-owned technology companyIntroductionLiterature reviewThe organisationThe problemsThe solutions‘Flow-back’Core employee planGovernment assistanceConclusionChapter 14: Organisational change at a multinational gas corporation in ShanghaiIntroductionLiterature reviewThe organisationAreas of change/challengeAuthorisation policyThe objectiveConclusionChapter 15: Compensation strategies as a motivational and retention toolIntroductionLiterature reviewThe organisationThe problemContinuing changesOrganisational changes and the compensation problemsStock option planThe benefits and problems of the stock option planFurther organisational changesConclusionChapter 16: Performance management at International Air TransportIntroductionLiterature reviewThe organisationThe problemThe solutionThe result of the changesConclusionChapter 17: ConclusionIndex