HRM in China
HRM environment differs a lot in different countries. It is impossible to implement the model of one country to business environment of another, even in relatively similar countries.(Boussebaa M.,Morgan M.,2008) For example, British and French management systems cannot be fully combined, because institutional differences are very huge, that was proved in research of Mehdi Boussebaa and Glenn Morgan on a transnational the impact of national business environment on a multinational 's project. If differences between even two European countries management styles are so big, a gap between eastern and western management systems makes it impossible to fully implement western strategy in eastern countries and on the contrary.
Nowadays HRM management in China is changing a lot. “ (Zhu Y., et alter, 2007) A triangle-influence between East Asia, Europe and the US is the reality.” The way how to operate successful in China lies in hybrid model of management, that means Chinese workers are getting acquainted with international methods, but only in combination with traditional Chinese ones.
There is a need in localizing human resources activity for Chinese market. (Law K.S., et alter, 2004) came up with a few hypotheses concerning this topic. Their main findings include that more emphasis on localization in the field of human-resource management leads to better performance in China. And moreover, they concluded that the most important thing to localize successfully in China is not only mixing top management staff with local people, but setting clear localization objectives and planning beforehand, which was not made by HI.
References
Mehdi Boussebaa, Glenn Morgan, (2008) Managing talent across national borders: the challenges faced by an international retail group, Critical perspectives on international business, 4 (1), 25 - 41
Ying Zhu*, Malcolm Warner, Chris Rowley . (2007). Human resource management with ‘Asian’ characteristics: a hybrid people-management system in
Nowadays HRM management in China is changing a lot. “ (Zhu Y., et alter, 2007) A triangle-influence between East Asia, Europe and the US is the reality.” The way how to operate successful in China lies in hybrid model of management, that means Chinese workers are getting acquainted with international methods, but only in combination with traditional Chinese ones.
There is a need in localizing human resources activity for Chinese market. (Law K.S., et alter, 2004) came up with a few hypotheses concerning this topic. Their main findings include that more emphasis on localization in the field of human-resource management leads to better performance in China. And moreover, they concluded that the most important thing to localize successfully in China is not only mixing top management staff with local people, but setting clear localization objectives and planning beforehand, which was not made by HI.
References
Mehdi Boussebaa, Glenn Morgan, (2008) Managing talent across national borders: the challenges faced by an international retail group, Critical perspectives on international business, 4 (1), 25 - 41
Ying Zhu*, Malcolm Warner, Chris Rowley . (2007). Human resource management with ‘Asian’ characteristics: a hybrid people-management system in
References: Mehdi Boussebaa, Glenn Morgan, (2008) Managing talent across national borders: the challenges faced by an international retail group, Critical perspectives on international business, 4 (1), 25 - 41 Ying Zhu*, Malcolm Warner, Chris Rowley . (2007). Human resource management with ‘Asian’ characteristics: a hybrid people-management system in East Asia. The International Journal of Human Resource Management. 18 (5), 745-768. Kenneth S. Law , Chi-Sum Wong & Kevin D. Wang (2004). An empirical test of the model on managing the localization of human resources in the People 's Republic of China. The International Journal of Human Resource Management, 15(4-5), 635-648.