Dfsdvaeegsv Sdcd Fs
RECRUITMENT AND SELECTION PROCESSES IN AUSTRALIA AND CHINA: REWARDS FROM COMMON SENSE AND PLAIN DEALING.
Carolyn Dickie, Curtin Business School, Curtin University of Technology
Laurence Dickie, Curtin Business School, Curtin University of Technology
Abstract
Western practices of recruitment and selection are not transferable, easily or automatically, by multi-national or local companies entering the economically vibrant Chinese market. In the current paper, Western HR functions are compared with Eastern, Chinese approaches; the major finding being that, although similar language is used to describe HR processes, cultural factors affect the practices differently.
Introduction:
Since introducing a market economy in 1978, China has been one of the fastest growing economies in Asia. In recent times expansion has occurred throughout the world, and interest in China has exploded to the stage where China fever is a world-wide syndrome. Furthermore, with its entry into the World Trade Organisation in 2001, China was immediately recognised as one of the world’s economic superpowers.
By the turn of the century, China was reported to command in excess of a forty-two percent share of all foreign investment in Asia (Glover & Siu, 2000). Similarly, in 2000, there were over sixty thousand foreigners living in the capital city of Beijing, the focal point for Chinese commerce (Yu, 2001). Many more operated in cities across the country, a majority of whom were employed by multinational companies and brought with them western management practices (Ding et al., 2000). Thus, in China, there has arisen an awareness of the need to adopt more effective human management practices in state-owned enterprises (Ding et al., 2000), to influence the lives of consumers, employees and citizens (Fishman, 2005) through its rapidly changing, reformed economy; an activity which presents some interesting challenges to organisations, employers and employees.
In the West,
Carolyn Dickie, Curtin Business School, Curtin University of Technology
Laurence Dickie, Curtin Business School, Curtin University of Technology
Abstract
Western practices of recruitment and selection are not transferable, easily or automatically, by multi-national or local companies entering the economically vibrant Chinese market. In the current paper, Western HR functions are compared with Eastern, Chinese approaches; the major finding being that, although similar language is used to describe HR processes, cultural factors affect the practices differently.
Introduction:
Since introducing a market economy in 1978, China has been one of the fastest growing economies in Asia. In recent times expansion has occurred throughout the world, and interest in China has exploded to the stage where China fever is a world-wide syndrome. Furthermore, with its entry into the World Trade Organisation in 2001, China was immediately recognised as one of the world’s economic superpowers.
By the turn of the century, China was reported to command in excess of a forty-two percent share of all foreign investment in Asia (Glover & Siu, 2000). Similarly, in 2000, there were over sixty thousand foreigners living in the capital city of Beijing, the focal point for Chinese commerce (Yu, 2001). Many more operated in cities across the country, a majority of whom were employed by multinational companies and brought with them western management practices (Ding et al., 2000). Thus, in China, there has arisen an awareness of the need to adopt more effective human management practices in state-owned enterprises (Ding et al., 2000), to influence the lives of consumers, employees and citizens (Fishman, 2005) through its rapidly changing, reformed economy; an activity which presents some interesting challenges to organisations, employers and employees.
In the West,
References: Benson, J. (1996) “The sleeping giant happens no more (State-owned enterprises in China: recent changes in human resource management),”.People Management, 2 (12), 22-26. Benson, J. and Zhu,Y. (1999) “Markets, firms and workers in Chinese state-owned Enterprises,” Human Resource Management Journal, 9 (4), 58-74. Bond, M.H. (1991) Beyond the Chinese Face, Hong Kong: Oxford University Press. Borkman, I. and Lu, Y. (1999) “The management of human resources in Chinese-Western joint ventures,” Journal of World Business, 34 (3), 306-324. Bucalo, J.P. (1983) “Good advertising can be more effective than other recruitment tools,” Personal Administrator, 28, 739. Chatterjee, S. and Nankervis, A. (2003) Understanding Asian Management: Transition and Transformation, Perth: Vineyard Publishing. Child, J. (1994) Management in China During the Age of Reform, Cambridge: Cambridge University Press. Compton, R.L. (1996) “Interviewing – facts and fantasies”, Recruiting to Gain the Competitive Edge Conference, Sydney & Melbourne. Crawford, R.B. (2004) “Recruitment and Selection,” HR Research Paper No 30, 12 pages, HRDOC Store: London. Ding, D., Goodall, K. and Warner, M. (2000) “The end of the ‘iron rice-bowl’: wither Chinese human resource management?” International Journal of Human Resource Fishman, T.C. (2005) China Inc. How the rise of the next superpower challenges America in the World, New York: Scriber. Gamble J. (2000) “Localising management in foreign-invested enterprises in China: practical, cultural and strategic perspectives” Gao, G., Ting-Toomey, S. and Godykunst, W.B. (1996) Chinese Communication Process, Hong Kong: Oxford University Press. Gill, C. (2000) “Talent Wins,” HR Monthly, April, 34-36. Glover, L. and Siu, N. (2000) “The human resource barriers to managing quality in China,” International Journal of Human Resource Management, 11 (5), 867-882. Goodall, K. and Warner, M. (1997) “Human resources in Sino-foreign joint ventures: selected case studies in Shanghai compared with Beijing,” Journal of International Human Resource Management, 8 (5), 569-594. Goldrick, P. (1997) “What makes a selection system best practice?” HR Monthly, June, 26-27. Huffcult, A.I. and Arthur, W. (1994) “Interview validity for entry-level jobs,” Journal of Applied Psychology, 79, 184-190 Huselid, M. (1995) “The impact of human resource management practices on turnover, productivity and corporate financial performance,” Academy of Management Journal, 38 (3), 635-672. Ichnioowski, C., Kochan, T., Levin, D., Olsen, C. and Strauss, G. (1996) “What works at work: overview and assessment,” Industrial Relations, 35 (3), 299-333. Ip, D. (1995) “Trailblazing into China: networks and linkages of smaller diaspora firms,” Asia Research Centre, Perth: Murdoch University. Lewis, P. (2003) “New China – old ways? A case study of the prospects of for implementing human resource management practices in a Chinese state-owned enterprise,” Employee Relations, 25 (1/2), 42-61. Loong, C. (2004a) (m.d.) Doing business in Shanghai 2004, Singapore: China Knowledge Pte Ltd. Loong, C. (2004b) (m.d.) Doing business in Beijing 2004, Singapore: China Knowledge Pte` Ltd. McComb, R. (1999) “2009 – China’s human resource odyssey,” The China Business Review, Sept-Oct. MacDuffe, J. (1995) “Human resource bundles and manufacturing performance organisational logic and flexible production systems in the world auto industry,” Michael, B. (1993) “Tips on recruiting,” The CPA Journal, p.76 [Retrieved 23rd March, 2005, from ABI_INFORM database] Mondy, R.W. and Noe, R.M. (1993) Human Resorce Management, New York: Allyn & Bacon. Nankervis, A., Compton, R. and Baird, M. (2002) Strategic Human Resource Management, Sydney: Thompson. Overman, S. (2001) “Recruitment in China,” HRMagazine, 46, p.86 [Retrieved 23rd March, 2005 from ABI-INFORM database] Patterson, M., West, M. Hawthorn, R. and Nickell, S. (1998) “Impact of people management practices on business performance,” Issues in People Management, No 22, Institute of Personnel and Development: Wimbledon. Purcell, J. (1999) “Best practice and best fit: chimera or cul-de-sac?” Human Resource Management Journal, 9 (3), 26-41. Rafaeli, A. and Oliver, A.L. (1998) “Employment ads: a configurational research agenda”. Schermerhorn, J.R. (2002) Management, New York: John Wiley & Sons. Sensenbrenner, J.S. and Sensenbrenner, J. (1994) ‘Personnel Priorities,’ The China Business Review, 21, 40 [Retrieved 23rd March, 2005 ABI-INFORM database]. Sudhir, K.S. (1993) “Managing human resources: China vs the West,” Canadian Journal of Administrative Sciences, 167-177 [Retrieved 23rd March, 2005 ABI-INFORM database]. Taylor, H. (2003) Hofstede cultural dimensions [ Retrieved 4th April, 2005, http://www.cyberlink.com] UPS (2003) China Business Handbook, London: Alain Charles Publishing Ltd. The World Factbook (2003) “China”. [Retrieved 2nd August, 2005, ABI-INFORM database]. Verma, A. and Zhiming, Y. (1995) “The changing face of human resource management in China: opportunities, problems and strategies” in Verma, A., Kochan, T Warner, M. (1995) “Managing China’s human resources,” Human Systems Management, (14), 239-248. Yu, P.K. (2001) “The ramifications of China’s entry into the World Trade Organisation: Will the Global Community Benefit?” Findlaw’s Legal Commentary, [Retrieved 2nd August, 2005, ABI-INFORM database]. Vanhonacker, W.R. (2004) “Guanxi networks in China,” The China Business Review, 48 [Retrieved 23rd March, 2005 ABI-INFORM database]. Xin, K.R. and Pearce, J.L. (1996) “Guanxi connections as substitutes for formal institutional Support,” Academy of Management Journal, 39 (6), 1641-1658. Zhu, Y. (1995) “Major changes under way in China’s industrial relations,” International Labour Review, 134 (1), 37-49.