| Summary: | International Joint Ventures (IJVs) are considered as one of the favourable enter modes for foreign firms to operate their business in China, with the special consideration of government preference and potential benefits from local partners. However, due to different human resource management practices, national cultures and social institutional arrangements between foreign firms and their Chinese partners, some problems have emerged when IJVs manage their local employees in China.
This dissertation is to investigate the major challenges facing IJVs operating in China, in terms of the recruitment and selection, training and development, appraisal and remuneration, and retention from the perspective of Chinese employees. The investigation is based on sixteen face-to-face interviews conducted in one of the largest IJVs in China, namely Nokia Investment co Ltd. By analyzing and discussing the interview results and pervious academic literatures, the dissertation will provide some business recommendations for IJVs in managing Chinese employees. It is essential for IJVs to note that only when they adapt their HRM policies and practices to fit the Chinese context, can they manage human resource effectively and successfully in China.
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