Study On The Status Quo And Countermeasures Of Employee-Localization Of Chinese-funded Enterprises In Vientiane City

In the global environment,many domestic enterprises invest overseas,Chinese government also encourage enterprises to "go out" to get broader space for development.In recent years,The trade cooperation between China and ASEAN countries developed rapidly.Laos is located in the heart of Southeast Asia,It has become an important business base for china to expand the market of Southeast Asia.The domestic economic development of Laos is backward,whereas it have abundant mineral resources and hydropower resources.After entering the 21st century,Laos promote reform actively,the growth rate of the average annual economic is more than 7%.During this period,other countries,especially China,gave a lot of assistance.With more and more Chinese enterprises coming in Laos,a large number of Chinese employees were assigned to work here.Due to climate,culture,family and other factors,resulting in a high failure rate of assignment,So most companies have adjusted the staff strategy,turned their attention to employee-localization.Vientiane is the capital of Laos,concentrated the largest factories in Laos and the vast majority of foreign aid projects.So this article selected Vientiane Chinese-funded enterprises as the research object.Firstly,analyzed the motivation of the employee-localization,then through the preparation of a measure scale of employee-localization and two typical cases to investigate and diagnose the status quo and the measures taken.After the analysis of the scale,deleted three items had poorly distinction.Then the structural validity of the scale was examined using exploratory factor analysis,the internal consistency was tested using the Cronbach a coefficient,proved that the scale had good reliability and validity.At the end of this paper,the conclusion was put forward,and for the deficiencies of localization,put forward coping strategies.The conclusion of this paper is as follows:Firstly,the status quo of employee-localization of Chinese enterprises:The employee-localization of Chinese enterprises has made great achievements,Comparing with the beginning of the company establishment,the number of the chinese employees have a significant reduction in the vast majority of enterprises,because the company cultivate a large number of local outstanding staff in the low-level management and technology post.But the localization of senior staff is not good,except the deputy general manager,marketing,integrated management posts,Laotian employees occupy a larger proportion,the rest of the senior posts accounting for a small proportion.Secondly,the implementation result of the employee-localization in Chinese enterprises:The vast majority of enterprises have established employee-localization as a strategic goal of the company,developing a more specific localization plan,and focusing on the selection criteria for local excellent managers and expatriates,the skills training and incentives for local employees,focusing on the reward to those manager who are good at developing local outstanding employees.But the support from the company's high-level to human resources work need to be strengthened,the degree of company attention to cross-cultural training of the expatriate employees before leaving and authorization for local excellent managers is not enough,as well as the punishment of Chinese managers who can not develop local employees is weak.Thirdly,the conclusion of this paper for the "going out" Chinese-funded enterprises have reference,it can provide an effective reference for them in the development of localized countermeasures,The scale of human resource measurements can provide a reliable basis for the diagnosis of their localization policies.