代写论文：人力资源—培训与发展
跨国公司试图通过建立内部发起人来应对这些障碍，从而应对公司的挑战。他们试图为本地人才开发众多的职业发展场所。这些公司试图通过与当地大学合作开展内部培训和协作式课程建设（Kühlmann＆Hutchings，2010）。他们还通过向他们提供金钱激励来促进发展并防止员工流失。培训与发展与薪酬的结合是员工尝试在同一家公司工作的关键举措。有时候，这些公司的做法不被认为是透明的。这会在公司中造成冲突。高层管理人员认为这种期待完全透明的做法是基于缺乏信任（Shih，Chiang＆Hsu，2010）。这给了他们潜在的离开的理由（Miao，Adler＆Xu，2011）。外籍员工习惯于全球文化，并认为这是强制性的。这种不和谐导致公司文化中的摩擦和不安。这些公司想要一种能够让所有员工感到受欢迎的文化。他们希望保留最好的员工和人才（Selmer，2005）。对于这个过程，这些公司愿意尝试多种方法。但是，这种范式必须考虑到文化问题。
代写论文：人力资源—培训与发展
The Multinational companies try to handle the challenges of the companies by creating internal initiates to address these hurdles. They try to develop numerous career-development places for the local talent. The companies try to develop internal training, collaborative curriculum-building by working with local universities (Kühlmann & Hutchings, 2010). They also foster development and prevent employee turnover by providing them with monetary incentives. The combination of training and development and compensation are key initiatives for the employees to try to work in the same companies. Sometimes, the practices of the companies are not considered to be transparent. This creates conflict in the companies. The upper management employees feel that this practice of expecting total transparency is based on lack of trust (Shih, Chiang & Hsu, 2010). It gives them potentially a reason to leave (Miao, Adler & Xu, 2011). The expatriate employees are used to the global culture and feel that it is mandatory. This dissonance causes friction and unease in the company culture. The companies want a culture that will make all the employees feel welcome. They want to retain the best employees and talent (Selmer, 2005). For this process, the companies are willing to try out numerous methods. However, there are issues based on culture that must be factored in this paradigm.