百安居中国的人力资源管理:升级行动(A)

Translated title of the contribution: Human Resource Management in B&Q China: Upgrading Action (A)

Research output: Other contributionCase Studies

Abstract

B&Q was the number-one do-it-yourself (DIY) retailer in Europe and the third-largest in the world. In B&Q China, the human resource management function was weak, both at the headquarters and at regional stores. In 2004, B&Q China had a workforce of more than 5,000 employees and operated a decentralized model of human resource management across B&Q headquarters, regional offices and stores. This management practice shaped a pattern of “the headquarters taking care of the headquarters’ matters and the regions taking care of regional matters.” Lily Chen, who had just joined B&Q China as executive vice president of HRM and training, put forward a proposal which suggested a series of solutions, including the application of a centralized human resource management model to launch the job evaluation process, renew the job description system, implement a scientific results-oriented performance management system and introduce a fair incentive scheme with a commission system. The case series is suitable for human resource courses for MBA, EMBA or EDP students.
Translated title of the contributionHuman Resource Management in B&Q China: Upgrading Action (A)
Original languageChinese (Simplified)
Number of pages7
Publication statusPublished - 1 Jan 2005

Case number

HRM-14-034

Case normative number

HRM-14-034-CC

Case type

现场案例

Update date

2016-06-18

Published by

中欧国际工商学院

Keywords

  • 人力资源
  • 分权管理
  • 家居装潢
  • 激励机制
  • 百安居中国
  • 绩效管理
  • 集权管理

Case studies discipline

  • Organizational Behavior
  • Human Resource Management

Case studies industry

  • Retail Trade

Fingerprint

Dive into the research topics of 'Human Resource Management in B&Q China: Upgrading Action (A)'. Together they form a unique fingerprint.

Cite this