Measurement Of Human Resource Synergy In Business Group And Comparation Between Synergy Effect Of Chinese And Foreign Enterprises

Synergy and synergy effect is one of the hot topics of the business management research field, while the evaluation and measurement of the synergy are the important points of concern and exploration in theory and practice fields. Most of existing literature and research findings focus on the synergistic theory and synergistic phenomenon in the single enterprise, and there are few enterprise groups for the study objects and research methods, at the same time, the model of quantitative evaluation is rarely used. The science and rigor of the conclusion is worth discussing.In practice, the rapid development of enterprise groups needs in-depth study of the evaluation of the synergies urgently. During to limited time and capacity, this study only carries on a study of the measurement and evaluation of the human resources synergy of the enterprise group and forms a synergized scale of the human resources of the enterprise group finally along with the study way of the questionnaires and interviews-project analysis-questionnaire re-issue-factor analysis and reliability analysisFactor analysis shows that the synergy of human resources of the enterprise groups is mainly reflected in four aspects of the training and development, evaluation and incentives, exchanges and cooperation as well as recruitment and staff mobility. In the final synergized scale of human resources, training development includes6index items, evaluation and incentives include5index items, the exchanges and cooperation include4index items, and recruitment and staff mobility include4index items. The Cronbach a coefficient of the total scale reaches up to0.900, which indicates that the scale has a good reliability.On this basis, this paper carries out a comparative analysis of the contrary aspect status of human resources synergy of our local enterprise groups and multinational corporations to substitute the research gaps on this issue. The results show that there is still a considerable gap for the local enterprise group in the synergies of human resources. When it is specific to four aspects of human resources synergy, except the training and development, local enterprise groups have significant differences with the status of multinational companies in three aspects of the evaluation and incentives, exchange and cooperation as well as recruitment and staff mobility. For these differences, the paper makes an attempt to make its own interpretation on the basis of the literature study, which needs to be verified by further study.