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Ritsumeikan Univ.KO-388
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(A Skills Development Process for Chinese White-Collar Employees)Tj
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(Li Yuhua)Tj
-39.32 -2.313 Td
(This research is a practical analysis of the Chinese white-collar skill \
development process applying human)Tj
-1 -1.5 Td
(capital theory. The study has analyzed the Chinese educational system an\
d employee career preparation)Tj
0 -1.5 TD
(\(Chapter 1\), Chinese white-collar recruiting system \(Chapter 2\), fir\
m skills training in China \(Chapter 3\), and)Tj
T*
(cross-cultural training for Japanese employee assignment to China \(Chap\
ter 4\).)Tj
1 -2.5 Td
(In the Chinese school system, college entrance is very competitive, even\
more competitive than in many)Tj
-1 -1.5 Td
(developed countries. Chinese college graduates career preparation is gre\
atly affected by this competitive)Tj
T*
(school education. This study found that the Chinese employee who has gra\
duated from this educational)Tj
T*
(system based on a competitive college entrance examination, a job reward\
system based on qualifications is)Tj
T*
(preferred over a more common seniority system as found in Japan.)Tj
1 -2.5 Td
(Concerning the Chinese white-collar recruiting system, the research foun\
d that the Chinese "Talents)Tj
-1 -1.5 Td
(Market" operating as the public employment bureau is now the primary lab\
or market coordinator in China. In)Tj
T*
(addition, private employment exchange companies perform an important ass\
isting role in the China labor)Tj
T*
(market.)Tj
1 -2.5 Td
(As for firm skills training in China, through the analysis of Chinese la\
w and the specific training system)Tj
-1 -1.5 Td
(used by Panasonic \(a Japanese company operating in China\), it was conc\
luded that firm specific training is)Tj
T*
(not only decided by the balance between the investment and return \(labo\
r's wage and labor's marginal)Tj
T*
(product\), but also affected by the legal system in China.)Tj
1 -2.5 Td
(With Japanese employee assignment to China, through a case study and ref\
erence analysis, the training)Tj
-1 -1.5 Td
(system's mechanism and problems were identified and explained. Also an i\
nterrelation was found between)Tj
T*
(general skills training and a firm's specific skills training.)Tj
ET
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