中国国有企业和民营企业存在着高水平的竞争。传统上，国有企业获得了更多的人才。有很高的品牌形象，更好的职业发展补偿和津贴(Wang & Nayir,2006)。然而，这在当今时代已经发生了变化。国有企业的品牌形象使人们考虑到国家的机遇。在新兴市场中，积极进取的公司的发展和大量的现金加上留存收益的大量现金，导致了更多的人才保留问题。在中国员工中，有一种挫折感是在外国经理手下工作的。许多跨国公司都是在世界各地运营的上市公司(Goodall,Li & Warner,2006)。他们试图通过严格的内部控制来防止传统的礼物捐赠，以确保防止贪污和欺诈。这些都是为了促进一个原因或尊重上级，或者是为了制造贿赂。人才的竞争也在增加，信任、误解和职业轨迹也在增加。
High level of competition exists in the state-owned and private Chinese companies. Conventionally, the state-owned enterprises gain more talent. There is a high brand image, better compensation and allowance of career development (Wang & Nayir, 2006). However, this has changed in the current times. Brand images of the state-owned companies make people consider the opportunities with the state. The development and abundance of aggressive companies in an emerging market combined with the substantial cash from the retained earning has led to more issues in retention of talents. A frustration is observed in the Chinese employees to work under foreign managers. Many of the multinationals companies are public companies that operate around the world (Goodall, Li & Warner, 2006). They try to have stringent internal controls to prevent traditional gift giving to ensure that there is prevention of embezzlement and fraud. These are done to advance a cause or respect the higher authorities or to create bribery. There is increase in the competition for the talent and also issues of trust, miscommunication and career trajectory.