haiyan,黎梦怡,绝配傻王爷
在现代社会，跨国企业极大地促进了经济的全球化。文化的多样性，人力资源管理等成了跨国公司最显著的特点。因此，国际人力资源管理成为目前最重要的部分是毫无疑问的。国际人力资源管理跟普通的人力资源相比有它自己的特色。两种管理类型的目标都是希望有效地管理人力资源来实现公司的目标，但是国际人力资源管理还注重在全球竞争中取得竞争优势。两种管理模式有着相似的管理职能包括计划，组织，人员配备，指导和控制，以及采购，开发，补偿，维护和激励，整合和产业关系操作功能。国营公司采取的是普通的人力资源管理，而跨国公司采用的是国际人力资源管理来管理国内员工，东道国员工和第三国员工。近年来，在中国的许多跨国公司运用国际人力资源管理。由于各种原因，中国的国际化速度已经加速到一定程度，因此被选为探究人力资源管理的国家。
1.0 Introduction
In modern society, the globalization of economy is greatly promoted by the multinational business. Diversity in culture, human resource and other aspects becomes the most outstanding feature in a transnational corporation. Therefore, it is no wonder that international human resource management is of great importance at the moment. International human resource management is distinctive compared to normal human resource management. Both types of management have the aim of effectively managing human resources to fulfill the goals and objectives of the corporation, but the international human resource management also focuses on achieving competitive advantage over the global competitors. The two modes of management share similar managerial functions including planning, organizing, staffing, directing and controlling, and operative functions of procurement, development, compensation, maintenance and motivation, integration and industrial relations (Pravin, 2010). Normal human resource management is adopted by the national companies while the international human resource management is employed in the multinational companies for managing human resources including home country employees, host country employees and third country employees. In recent years, international human resource management is employed in many multinational corporations in the People’s Republic of China. China is chosen as the country to research the human resource management activities because the internationalization speed of China is accelerated to certain extent due to various reasons.
2.0 Background of the People’s Republic of China中国背景
The People’s Republic of China has a total land area of 9.6 million square kilometers. According to the authorized data, China has the total population of 1.37 billion by 2011 (Chinatoday, 2011). A majority of the population is distributed in the east of China due to the geographical factors, and the eastern part of China is far more developed than the western part of China due to the fast developing national business and multinational business along the coastline of the Pacific Ocean. China is considered to be the largest communist state, and the governors of the Chinese government are most communists. China has a long history of about 5,000 years, and many conventional thoughts are deep-rooted. Therefore, the politics and culture are extremely distinctive for the shaping of international human resource management in China. According to a report from National Bureau of Statistics of China, the growth rate of Gross Domestic Product (GDP) in China averaged 2.01% from 2011 until 2013 (Tradingeconomics, 2013), and the GDP of China is about 7.318 trillion in 2011. The multinational corporations play an extremely important role in the contribution to the increasing growth of GDP in China, and international human resource management is critical to the multinational business of China. China is still considered as a developed country, and with the fast development of China, an increasing number of Chinese corporations develop their business to other countries through different entry modes to the global market by establishing new branches, directly investing in some projects, acquiring petroleum companies, telecommunication companies, etc. and developing joint ventures. During the expansion of the multinational corporations to the international market, the number of employees from China and other countries is increasing. The employees have different beliefs, regions, cultural backgrounds, etc. and therefore, IHRM is essential for the multinational companies to manage different human resources.
3.0 Internal and External Factors of Shaping Chinese HR Management中国人力资源管理形成的内因与外因
As an old saying goes: When in Rome, do as Romans do. HR management theory could be combined with the local situation of China to obtain management practices. Culture, political factors and economic systems play important roles in shaping human resource management in China. Hofstede’s cultural dimensions and PEST analysis are combined to research how Chinese HR Management is shaped. Hofstede’s cultural dimensions mainly include power distance index, individualism, masculinity, uncertainty avoidance index and long term orientation (Alexander, 2009). The following diagram shows the Hofstede’s cultural dimensions in China.
Power distance index and social culture: Power distance index implies the equality between people in China. According to the diagram, the power distance index of China is high. In China, the inequalities of power and wealth of the citizens are highly emphasized. In high PDI workplace, age, university degree, profession, title of a person, etc. are considered to be more important according to the social culture: Confucian philosophy.
Individualism and politics: Individualism has the emphasis on degree the society reinforces individualism or collectivism (Nuray, 2009). IDV ranks low in China. In other words, China has a collectivist nature. Low IDV is associated with the politics of China as China is a country lead by only one Party named as the Communist Party. In the HR management in the workplace, everyone is responsible for the harmony of the team or the group.
Masculinity and economy: China has a higher score than the developed countries in masculine, that is to say, china experiences a high degree of gender differentiation. The situation is greatly influenced by the labour cost in China. It is the fact that men receive better employment opportunities, and men are less prone to resign due to the family factors. In HR management of China, the labour cost performance for men is high.
Uncertainty avoidance index: In the workplace of China, the human resource management has the authoritative and directive features, and the managers make decisions on behalf of the members in the team. Chinese human resource management is low in uncertainty avoidance index.
Long term orientation: China pragmatically has high long term orientation also because of the Confucian philosophy in future-oriented perspective.
Outcomes from PEST analysis show that HRM practices in China are cultural sensitive.
Outcome 1: Centralised decision in HRM in China due to respect of age and hierarchy
Outcome 2: Traditions of “face” and harmony in HRM in China
Outcome 3: Employees preferring to be represented by managers
Outcome 4: Personal relationship of greater importance
In the practices of international human resource management, China adopts western HR management strategies in consideration of different culture of Chinese employees from the international employees. Effective diversity management is the external focus of HRM practices of China. According to the study of HRM policies, some traditional policies including a secure job of “iron rice bowl” and personal relationship promotion are less applied in the multinational corporations with international investors and employees (Goodall and Warner, 1997).
4.0 Areas of HRM and IHRM in China中国人力资源管理和国际人力资源管理区域
There are three main areas of HRM of China to be described and discussed in the section.
4.1 Recruitment in HRM and IHRM of China 中国人力资源管理和国际人力资源管理的招聘
Under the background of well exercised human resource management strategies in the western corporations, it is the fact the development of HRM in China is still at the early stage due to the politics style of China (Chatterjee and Nankervis, 2003). Before the reform and open up policy was published in 1978, HRM were totally controlled by the Chinese government, and the labours were assigned to different organizations only by the decisions from the communists of the government (Lewis, 2003). Only in recent years, HRM and IHRM become popular due to the successful cases of human resource practices in the western organizations.
The outcomes in the third section of the report directly reveal the outstanding features of Chinese human resource management being cultural sensitive, and the outcomes are greatly considered in the process of recruitment.
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