Human Resource Management in B&Q China: Upgrading Action (A)

Shaohui Chen

Human Resource Management in B&Q China: Upgrading Action (A)

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摘要

This　is　the　first　of　a　two-case　series　(408-030-1　and　408-031-1).　Since　its　first　China　store　was　opened　in　Shanghai　in　1999,　B&Q,　the　number　one　home　improvement　retailer　in　Europe,　has　been　spreading　its　chained　warehouse　stores　over　20　big　cities　in　China.　However,　the　company＇s　human　resource　management　(HRM)　decentralisation　model　and　the　weak　HRM　foundation　made　it　hard　to　meet　the　need　for　adequate　and　qualified　human　resources　due　to　rapid　business　expansion　and　development.　What　could　Lily　Chen　do,　as　newly　appointed　Executive　Vice　President　of　HRM　and　Training　of　B&Q　China?

源语言	英语
页数	9
州	已出版 - 1 1月 2005

案例编号

HRM-14-034

案例类型

Field research

更新日期

2014-10-10

来源

China Europe International Business

关键词

Decentralisation and centralisation
HRM function
Human resource management (HRM)
Incentive commission system
Job evaluation
Performance management

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title = "Human Resource Management in B&Q China: Upgrading Action (A)",

abstract = "This　is　the　first　of　a　two-case　series　(408-030-1　and　408-031-1).　Since　its　first　China　store　was　opened　in　Shanghai　in　1999,　B&Q,　the　number　one　home　improvement　retailer　in　Europe,　has　been　spreading　its　chained　warehouse　stores　over　20　big　cities　in　China.　However,　the　company＇s　human　resource　management　(HRM)　decentralisation　model　and　the　weak　HRM　foundation　made　it　hard　to　meet　the　need　for　adequate　and　qualified　human　resources　due　to　rapid　business　expansion　and　development.　What　could　Lily　Chen　do,　as　newly　appointed　Executive　Vice　President　of　HRM　and　Training　of　B&Q　China?",

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N2 - This　is　the　first　of　a　two-case　series　(408-030-1　and　408-031-1).　Since　its　first　China　store　was　opened　in　Shanghai　in　1999,　B&Q,　the　number　one　home　improvement　retailer　in　Europe,　has　been　spreading　its　chained　warehouse　stores　over　20　big　cities　in　China.　However,　the　company＇s　human　resource　management　(HRM)　decentralisation　model　and　the　weak　HRM　foundation　made　it　hard　to　meet　the　need　for　adequate　and　qualified　human　resources　due　to　rapid　business　expansion　and　development.　What　could　Lily　Chen　do,　as　newly　appointed　Executive　Vice　President　of　HRM　and　Training　of　B&Q　China?

AB - This　is　the　first　of　a　two-case　series　(408-030-1　and　408-031-1).　Since　its　first　China　store　was　opened　in　Shanghai　in　1999,　B&Q,　the　number　one　home　improvement　retailer　in　Europe,　has　been　spreading　its　chained　warehouse　stores　over　20　big　cities　in　China.　However,　the　company＇s　human　resource　management　(HRM)　decentralisation　model　and　the　weak　HRM　foundation　made　it　hard　to　meet　the　need　for　adequate　and　qualified　human　resources　due　to　rapid　business　expansion　and　development.　What　could　Lily　Chen　do,　as　newly　appointed　Executive　Vice　President　of　HRM　and　Training　of　B&Q　China?

KW - Decentralisation and centralisation

KW - HRM function

KW - Human resource management (HRM)

KW - Incentive commission system

KW - Job evaluation

KW - Performance management

KW - Decentralisation and centralisation

KW - HRM function

KW - Human resource management (HRM)

KW - Incentive commission system

KW - Job evaluation

KW - Performance management

M3 - Case Studies

ER -

Human Resource Management in B&Q China: Upgrading Action (A)

摘要

案例编号

案例类型

更新日期

来源

关键词

案例学科表

案例行业表

OpenUrl 可用性

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