The Research on Humanresource Development of Tencent—The HR Three Pillar Model

Jiang, Zhenchuan; Gong, Xun

doi:10.4236/jhrss.2019.73030

Cited by 5 publications

(3 citation statements)

References 13 publications

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“…Institutional dimension goals refer to what can be achieved by the institution/organization as a result of human resource development programs. Human resource development is an effort that has very important benefits, because of the demands of a job or position as a result of technological advances and increasingly fierce competition between companies or similar organizations (Jiang & Gong, 2019).…”

Section: Human Resource Developmentmentioning

confidence: 99%

Implementation of Training and Human Resources Development Based on Politeknik Negeri Medan Work Culture

Alfahmi

2022

JUPIIS

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This study aims to describe the implementation of training and development of human resources based on the work culture of the Politeknik Negeri Medan. For the world of higher education itself, training and human resource development are considered very important, because they have human resources who can meet the operational needs of banks and have a high sense of responsibility for the quality of graduates produced in order to create and fill jobs in the future. The type of research in this research is qualitative with descriptive method. Training and development as well as facilities are factors that can improve employee performance. Especially for the Medan State Polytechnic, the facility factor has a more dominant influence. Therefore, it is recommended that the leadership of the Medan State Polytechnic, in addition to conducting training and development, should emphasize increasing the facilities needed by employees. This can be done by prioritizing the procurement program for facilities that can improve employee performance, such as administrative equipment and transportation facilities.

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Section: Human Resource Developmentmentioning

confidence: 99%

Implementation of Training and Human Resources Development Based on Politeknik Negeri Medan Work Culture

Alfahmi

2022

JUPIIS

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“…Internet companies such as Tencent and Bytedance have also used a series of pioneering models in HR practices (e.g. Jiang and Gong 2019). Specifically, Tencent adopts a self-organizing management model and growth-oriented HR strategy to indulge individualized pursuits and diverse individual needs (Cooke 2021).…”

Section: What Type Of Hr Practices Are Suitable?mentioning

confidence: 99%

Human resource management in China: what are the key issues confronting organizations and how can research help?

Zhao

Cooke

Wang

2021

Asia Pac J Human Res

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The human resource management (HRM) environment in China has been undergoing significant changes due to institutional, demographic and technological changes and heightened business competition domestically and internationally. At the same time, traditional cultural values remain influential in workplace relationships and affect not only the configuration of HR practices but also the way they are perceived by the workforce. In this opening paper for the special issue on Human Resource Management in China, we highlight a few organizational phenomena and challenges to HRM in China, with implications for future research. We then outline several research directions that will reflect these changes and/or incorporate cultural values. Finally, we introduce five papers included in this special issue as exemplars to encourage more research with a focus on China but with relevance to other parts of the world.

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“…This type of model divides a company into a data-sharing shared service center (SSC) platform, a CEO authoritative expert service platform, and a human resource business partner (HRBP) application process. [5] Under the three-pillar entity model, TM has new job responsibilities and their managers can immediately grasp business processes and operations based on the platforms while communicating and discussing with their employees.…”

Section: Management Platformmentioning

confidence: 99%

Top Trends for Talent Management

Zhang¹

2021

ssr

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Since McKinsey’s 1998 report on “better talent is worth fighting for” which formally introduced the term “the war for talent,” talent management (TM) has been attracting strong attention from industries and academia throughout the world. Talents are seen as the critical determinant of organizational success and a necessity for sustainable corporate development. To be successful, companies need to identify and manage talents effectively. However, the dilemma faced by companies are the uncertainty of the external environment which makes it difficult for them to predict the supply and demand of talents in the external labor market as well as the difficulty to attract the needed talents and retaining the skills that they have spent abundant resources to cultivate. This article aims to summarize the top trends of talent management (TM) in the contemporary society and offers a comprehensive explanation as well as corresponding suggestions in response to these trends so as to provide the best way to build a multi-dimensional and comprehensive team to meet the new requirements in the infobahn era, thus enhancing the operation and management capabilities for optimizing human capital.

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The Research on Humanresource Development of Tencent—The HR Three Pillar Model

Cited by 5 publications

References 13 publications

Implementation of Training and Human Resources Development Based on Politeknik Negeri Medan Work Culture

Implementation of Training and Human Resources Development Based on Politeknik Negeri Medan Work Culture

Human resource management in China: what are the key issues confronting organizations and how can research help?

Top Trends for Talent Management

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