Study On The Incentive Mechanism Of Cross Culture Human Resources Of American Enterprise In China

Along with the development of information technology and economic globalization, global economy integration is continuing to merge and industrial upgrade is continuing to deepen depending on multinational companies. At the technology catch-up phase for our country, With GDP ranking second in the world,China as the first country in foreign exchange reserves, can’t completely rely on own technical innovation to achieve industrial upgrading and promote economic stability.We still need to attract foreign investment, especially high-tech investment in the United States and other developed countries. while the United States as the largest country in the global directiy investment, investment in China accounted for the proportion of global investment has been in a low level. Investigate its reason. First of all the cultural differences between China and the United States.It has an important impact. Secondly, according to the American chamber of commerce in China,published in the journal of the American enterprises of China’s 2013 white paper(here in after referred to as《white paper》), said the business concerns of U.S. companies in China found particularly that endowment enterprise talent turnover rate is high and the employee satisfaction of human resources incentive problems is low, under the background of cross-cultural human resources issues at the top. So this article make American businesses in China employees as the research object and research China enterprise cross-cultural human resources incentive problem in the United States,under the background of the cultural differences between China and the United States.I think it has a certain research significance.Cross-cultural management and human resources incentive theory is presented in this paper, basis on the first through the analysis of the cultural differences between China and the United States. Specifically American businesses in China is studied inthe objectivity of cross-cultural differences between human resources incentive. Then relying on the method of empirical researching and case studies, the article analyzes the American businesses in China staff incentives for cross-cultural situation, based on the hofstede cultural dimensions theory, through literature integration concluded with hofstede five cultural dimensions corresponding incentive factors and designing a questionnaire, including American businesses in China satisfaction questionnaire survey and demand of human resources incentive for employees. We collected data of132 people from four American enterprise in Beijing, with the aid of SPSS software analysis. Exploratory factor analysis is made on China at the American enterprise staff five incentive factors: personal growth factor associated with uncertainty avoidance dimension, the trust of the incentive factors associated with power distance dimension,compensation factors associated with long/short dimension, the career planning of factors associated with long/short dimension and collectivism/individualism dimension related motivational factors. With five incentive factors and questionnaire data were analyzed by descriptive analysis, with the column cross analysis in China the employee satisfaction and demand carries on the contrast analysis. We can analysis American companies in China cross-cultural staff incentive problems. Finally,according to the differences of the importance and the degree of the employee’s incentive factor in the Chinese American enterprise, a model of the incentive mechanism of the cross culture human resource in the Chinese American enterprise is constructed.