The United States And Britain, Germany And Japan Corporate Training In Shanghai Practice The Comparative Study

Training is key to human resource management and development in enterprises. It aims at creating learning opportunities for employees and thus improves working efficiency of their own and the whole organization directly or indirectly.Information and knowledge have been the major power to promote the development of enterprises in the age of knowledge economy. Therefore, training has been an important way to provide information, knowledge and skills, to some extent, even the only way. Without any doubt, only those enterprises that can encourage employees to bring their talent into full play can have a competitive advantage over their opponents. Obviously, the successful experience of GE, Siemens, etc. has shown the importance of employee training to enterprises, which can be what we should learn from.Because of China's WTO entry, our state-owned enterprises will compete with their international counterparts. More exactly, the essence of the competition is ideals and methods of management and also talented people. The wrong opinion that training is paid little attention in old planning economy system has been the obstacle of sustained development of enterprises.For the reason above, based on comparative analysis on cases of employee training in successful foreign enterprises, the thesis provides enlightenment for employee training in state-owned enterprises in China.There are three chapters included:Chapter 1: Mainly studying 8 cases of American, British, German and Japanese enterprises which are Shanghai GE Breakers Co., Ltd, Shanghai Delphi International Battery Co., Ltd., Unilever Co., Ltd., Shanghai Secco Petrochemical Co., Ltd., Shanghai Volkswagen Automotive Co., Ltd., Shanghai Siemens Mobile Co., Ltd., Shanghai Suntory Co., Ltd. and Shanghai Gaosha Spicery Co., Ltd. The author has gained knowledge of current situation of training in these enterprises from managers hi their department of HR or Training, and generalized their characteristics and experience respectively.Chapter 2: On the basis of 8 cases in Chapter 1, mainly making comparison among training practice in American, British, German and Japanese enterprises, analyzing different characteristics in training in the foreign enterprises with different culture background. What's more, the author has found that "localization" has contributed a lot to the success of these foreign enterprises in Shanghai, and localization of human resource is the root.Chapter 3: Mainly discussing what we can learn from the characteristics and experience in training in these successful enterprises.