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Talent Management in China

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Global Talent Management

Part of the book series: Management for Professionals ((MANAGPROF))

Abstract

This chapter draws on various theoretical frameworks, such as labour economics, human resource management, strategic management, labour migration, and cross-cultural management, to explain the historic evolution and current state of talent management policies and practices in China, the largest transitional economy in the world. The chapter argues for a unique talent management model in which both Chinese government and Chinese culture play important roles. Although human resource management remains a support function for most companies (especially the state-owned enterprises) in China, the talent management landscape is quickly changing. Strategic considerations have been incorporated in the human resource management and talent management practices, especially among the multinational corporations and even in some large state-owned enterprises. The chapter also highlights the unique challenges being faced by Chinese managers and foreign entrepreneurs and points out future opportunities in global talent management in China and beyond.

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Author information

Authors and Affiliations

  1. Faculty of Business and Economics, Monash University, Caulfield, Melbourne, VIC, 3415, Australia

    Tony Fang

  2. Centre for Industrial Relations and Human Resources, University of Toronto, Toronto, ON, Canada

    Tony Fang

  3. Sir John Monash Drive, Caulfield, VIC, 3145, Australia

    Tony Fang

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  1. Tony Fang
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Correspondence to Tony Fang .

Editor information

Editors and Affiliations

  1. Université de Toulouse, Toulouse Business School, Toulouse, France

    Akram Al Ariss

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Fang, T. (2014). Talent Management in China. In: Al Ariss, A. (eds) Global Talent Management. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-05125-3_10

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