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

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Case

Reference no. 408-031-1

Subject category: Human Resource Management / Organisational Behaviour

Authors: Chen Shaohui (China Europe International Business School (CEIBS))

Published by: China Europe International Business School

Published in: 2008

Length: 15 pages

Data source: Field research

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

Share a link: https://casecent.re/p/78880

| No reviews for this item

This product has not been used yet

View our pricing guide or login to see prices.

Abstract

This is the second of a two-case series (408-030-1 and 408-031-1). After a company-wide discussion between the management and the executive committee, management committee approved the human resource management (HRM) improvement plan proposed by Lily Chen. The main changes were: (1) the application of a centralised HRM model; (2) to launch the job evaluation process; (3) renew the job description system; (4) to implement a scientific result-oriented performance management system; and (5) introduce a fair incentive scheme - commission system.

Location:

Shanghai, China

Industry:

Retailing

Size:

About 5,000 employees

Other setting(s):

2005-2006