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I
摘要
随着经济全球化进程的加速，企业之间的跨国经营活动和国际商务活动得到了飞
速发展，产生了众多跨文化机构即跨国经营企业，各类型企业之间的竞争日趋激烈
由于文化差异而产生的文化冲突与矛盾，对在华跨国公司的经营活动带来诸多不利的
影响，直接或间接造成企业经营管理困难甚至失败。美国是全球对外投资最大的国家，
对华投资占其全球投资比重一直处于较高的水平，但美资跨国企业人力资源管理问题
也层出不穷，普遍存在管理层中外“两层皮”、缺乏跨文化管理理念与意识、中国员
工不理解和接受跨文化培训、分公司缺乏行之有效的培训流程体系、培训效果不佳等
问题，造成企业员工培训满意度低、人才流失率高等人力资源问题。究其原因，中美
管理者和员工之间的文化差异具有重要的影响作用
无论在哪个国家，高素质人才都是企业在激烈的竞争中立于不败之地之根本，各
国企业都深知“人才”投资的经济效益远远超出物质资本投资。鉴于此，本文在中美
文化差异的背景下，以在华美资企业斯必克员工培训为研究对象，系统说明中美企业
内部文化差异对于人力资源培训的影响；通过问卷调查和实地访谈等调研形式了解企
业员工培训的实际情况，并借鉴其他企业的优秀培训经验，提出进行跨文化培训在目
标企业中的必要性；对原有员工培训中出现的问题，结合文化差异影响分析，按照培
训的流程层层分解剖析，对该公司的员工培训流程进行优化，提供解决对策，强调跨
文化培训需求调查的重要性及方式方法，重视培训实施中的过程管理，并分析如何有
效评估培训效果及结果应用情况。这无疑对跨国企业人力资源的有效利用和发展具有
重要的现实意义
关键词：跨文化背景；美资企业；员工培训
II
ABSTRACT
With the acceleration of economic globalization, cross-border business activities
between enterprises and international business activities have been rapid development,
resulting in a number of cross-cultural institutions that multinational company. Competition
between various types of enterprises is becoming increasingly fierce.There are many
adverse effects on the business activities of multinational corporations in China because of
cultural conflicts and contradictions are arising from cultural differences, resulting in
difficulties in business management and even failure.The United States is the largest global
direct investment countries, accounted for the proportion of its global investment has been
at a high level investment in China. However, the problem of human resource management
of US-funded multinational enterprises is also emerging, causing the prevalence of
management of the two-tier. The lack of cross-cultural management concepts and
cross-cultural training, Chinese employees’ dissatisfaction , effective training process
System, poor training and other issues, resulting in low training staff satisfaction, high
turnover of human resources and other human resources problems. The cultural differences
between Chinese and American managers and employees have an important influence. The
existing staff training problems, combined with the impact of cultural differences analysis,
in accordance with the training process layers of decomposition analysis.
In any country, high-quality talent is the invincible fundamental of the enterprise in the
fierce competition. National enterprises are well aware of talent investment economic
benefits far beyond the physical capital investment. Under the background of cultural
differences between China and the United States, this paper analyzes the impact of internal
cultural differences between Chinese and American enterprises on human resource of
American SPX corp. in China . The paper analyzes the actual situation of the training of
employees by the questionnaire survey and field interviews and also it will put forward the
necessity of cross-cultural training in the target enterprise according to drawing lessons
from the excellent training experience of other enterprises. Combining with the analysis of
cultural differences,the paper will carry out stratigraphic decomposition analysis to solve
the problems in the training of the original staff by providing the solution,and optimize
the process of layers of decomposition analysis, emphasizing the importance of
cross-cultural training needs and methods. Pay attention to training in the implementation
III
of the process of management, and analysis of how effective assessment of training results
and results’ application situation. Undoubtedly, it is of great significance for the effective
use and development of human resources of multinational enterprises.
KEYWORDS: cross-cultural background ; U.S.-funded company; staff training。