challenges opportunities and lessons provide for the success development of HRM in China.docx

challenges opportunities and lessons provide for the success development of HRM in China.docx

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challengesopportunitiesandlessonsprovideforthesuccessdevelopmentofHRMinChina

ThediversityleadershipinIHRM

M12IHRM

StudentID:

4779842

Modulename:

M12InternationalHumanResourceManagement

Tutorname:

TerryBrathwaite

Submitdate:

28/02/2014

context

1.Introduction3

2.Mainbody3

2.1Africa3

2.1.1Challenges3

2.1.2Opportunities4

2.2China5

2.2.1Challenges5

2.2.2Opportunities6

2.3India6

2.3.1Challenges6

2.3.2Opportunities7

2.4ThelessonsforChinadiversityleadership7

3.Conclusion9

4.Recommendation10

References:

11

1.Introduction

Since1990,theeconomicglobalizationexpansionrapidly,howtofulleffectiveuseinternationalmarketandresourceshasbecomeastrategicchoiceofeverycountriesandcompanies.InChina,theoldstylemanagementcan’tcatchuptheup-datingmarket.Withinthisinternationalcontext,moreandmorecompaniesarelookingforeffectiveconfigurationofresourcesintheglobal.Inplacewiththeeconomicandculturelinkmoreandmoreclosewhichmaketheworldbecome“awhole”.TheChinamanagerstrythebestwanttoownaplaceintheinternationalmarket.Howevertheviewsofdifferentculturebringchallenge、opportunitiesandsomelessonstothemanagers.ThisassignmentwillbasiconthecultureofIndia、AfricaandChinatodiscusshowthosechallenges、opportunitiesandlessonscanhelpChinamanagerstodevelopthehumanresourcemanagement.

2.Mainbody

2.1Africa

ThemanagementtheoriesandpracticesinAfricahavebeendeeplyaffectedbycolonialism.Thecolonialinfluencedtheindigenousmanagementfromfundamentallyandmakelocalmanagerscan’tbuildtheirownmanagementsystemwithouttheinfluenceofwesternculture.Nowthelocalmanagerstendtobuildtheindigenousmanagementsystemwhichbasiconthesituationofthecontinent.Itisalong-termprocessandtherearewithseveralfactswhichcanbethechallengesandbringopportunitiesinthefuture.

2.1.1Challenges

WithintoomuchinfluencedbyWesternculture,evennowthecontinentstarttostudythelocalcurriculummanagement,butmoreisaboutthetransferofforeignprogramsnotaboutbasedontheregiontodoresearchandpractice.Inaddition,thegovernmentsinAfricaarenotprovidingfacilitiesandgrantstoencouragebasicresearchandappliedresearchforthestudy（InyangB.,2008）.Thereisanothermainpointthatintheacademicinstitutionsthelocalmanagementisrelativenewness.Becauseitisanewresearchareaintheuniversitiescausethelocalsadopttheacceptability,credibilityandrelevanceinthesystem.Theresearchersunderstanditisneedhurrytocomeupwithmanagementtheoriessuitableforthelocaldevelopmentandnotjustapplyforeigntheoriesinpractice.Itwilltakelongtimeandthroughlotsofdifficulttoachievethisgoal.

Ogundele（2006）mentionedthat“Africahasagreaterdegreeofethnic,culturalandlinguisticpluralismthanothercontinents”.Thesedifferencesmakeitishardtodevelopacommonideaaboutthemanagementpractices.Thefightofpower,religionandethnicityandpoliticalviewwillformtheirownviewaboutmanagement,withoutthecommonideaaboutmanagementwillbehardtodomanage（InyangB.,2008）.Somemanagersdidn'trealizethattheyareusingtheindigenousmanagementinthesubconsciouswhichcauseitisdifficulttodocumentinformationtodeveloptheindigenousmanagementtheory.

2.1.2Opportunities

ThegeneralimpressionaboutAfricaisthatthecontinentwiththevaryingdegreesofmis-management,poormanagement,inappropriatemanagement,andundermanagement.Withbelieveofthissituationisthelackofqualifiedmanagerscausemanagerialinefficiencieswhichblocktheeconomicgrowth（InyangB.,2008）.OneofthemainaspectsofthecolonialismintheAfricancontinentisthetransferofwesternmanagementtheoriesandpractices,andeducationtotheautochthonouspopulationofAfrica.Althoughthecontinentisindependentnow,thethinking,modeofreasoning,educationalsystem,languagearestillbestrongmarkedofdependenceofcolonialists.Ithasaffectedthelocalpeopletodeveloptheirownpurenessmanagementprinciplesandtheories.Mostmanagersstillrelyontheremainingofcolonialists.Italsogeneratesthelocalsusewesternculturetoreplaceownculture（Inyang,2007）.

Thecolonialismstillheavyaffectstheeducationsystemacrossthecontinent.Sincethecontinentindependent,thebusinessschoolsandmanagementfacultiesintheuniversitiesandothertertiaryinstitutionstillresearchontheforeigncoursecontents,literature,models,principlesandtheoriesanddidn'tlinkwiththelocalphysicaltruth.HoweveritalsobringssomechanceforAfricaHRmanagement.Withtheinfluencebythewesternculture,itmakestheAfricamanagerscanunderstandthewesternmanagementstylebetterthanotherplace.Ifitbetterrelatedtothelocalculturemakethemanagementbecomemuchbetter.

2.2China

SinceChinaintroducedhumanresourcemanagementintoChina,moreandmorecompaniesnoticethatitisaveryimportantmeasuretohelpmanagethecompany.HoweverChinapracticesitwithinanoldwayandtendtosticktotheoldmindsetduringthetraining（Goodall&Warmer,1999）.ComparewiththemostwesterncountriesChinastillintheearlystageofdevelophumanresourcemanagementandhowtolinkitwiththenationalconditionsbecomeatopresearchtopic.Duringtheprocessofresearch,ChinaHRprofessionalssummariseseverallessonsandfindthedirectionofchallengesandopportunities.

2.2.1Challenges

Withinthepractice,thedecision-makingisoneofthemostimportantactivitiesofmanagement.Theoptimizedecisionismeanstochoosethebestplanduringseveralreserveplans.ItgetsthesameconnotationofConfucianvalue:

moderation（zhongyongzhidao）.Themoderationemphasizemaximizeofthedegreeandthebesteffectiveness.Withthecrosswise,the“besteffectiveness”shouldnotonlyconsidertheorganizationownbenefitbutalsoneedattendtoothersbenefit.Fromthelengthways,alsoshouldnotonlyregardtheshort-termbenefitbutalsolookforwardtothelong-termbenefit.Howeversomeorganizationsonlycareabouttheirownbenefitwithoutconsiderothersopinionmeanwhilesomeotherorganizationsjustthoughttheinterestinfrontofeyeswithoutconsiderthefurtherdevelopment.Inthiscase,howtomasterthebalanceisabigchallengeforeachcompanytoresearch（WarnerM,2010）.ForthosewhowithstrongabilityaboutmanagementarealsoanopportunitybecausetheycanexpresstheirspecialityandadvancethedevelopmentofHRdevelopment.

Child（1009）providedevidenceshowthatcomparewiththemanagersinsouthernprovinceofGuangdong,whoinBeijingorShanghaispentmoretimeonpolitical,administrativeorpersonalissuesthanbusinessissues.ThesimilarviewhasWarneretal.（1999）pointoutthattherearebiggapbetweennorthernandsouthernviewabouthumanresourcemanagement.InthenorthernChinatheorganizationwiththemoretraditionalHRpracticesespeciallyconcernthesocialinsurancecommitment,weakertradeunionparticipationandhigherstaffturnoverrates.ItalsomentionedthatinthesouthernChinabecausetherewithmorejointventurethanotherplacewithcausetheorganizationlessinfluencedbytraditionalChineseculture.

2.2.2Opportunities

SinceChinanoticethatmanyaspectsofHRpracticesneedtobechangedwhichcandevelopabetterenvironmentforHR.TheoldlifelongironricebowlemploymentsystemhasbeenreplacedbyalabourcontractsystemwhichmeansChinaadoptsthetechnologyhardwareandemploymentsoftwareinthemarketeconomy.Thepreviousexperience,personalabilitiesandprofessionalknowledgehavebecomethemaincriteriaofrecruiting（Warneretal.,1999）.Inthissituationmoreandmorepeoplecanfindsuitablepositionforthembasiconthepersonalabilitiesinsteadoftherelationships（guanxinetwork）.Thenewrecruitmentsystemmakeeachpersonnoticethatifhavenoabilitiesornousefortheorganizationwillbechangedbysomeoneelsewhocandobettersothatpushthemtodevelopthemselves.Alsowiththepressofcompetitionandmakestheorganizationrunsbetter.

2.3India

WiththeopeningupoftheIndianeconomy,manyIndianmultinationalcompanieshavestartedbusinessinmoredevelopedcountries.HoweverwiththedifferencebetweenIndiacultureandwesternculture,theIndiamanagersstarttoresearchhowcanmakethemanagementmoreeffectivelywithinadifferentculture.

2.3.1Challenges

Indiasince1991publicthenewindustrialpolicymeansitopeneduptoforeigncompetitionanditcausestheincreaseinforeigntradeinthecountryandresultedinthegrowthoftheeconomic（Athreye,Kale,&Ramani,2009）.Forthewesterneconomies,theinternalmarkethasbeenopenedforlongtimeandaccumulatesmoreexperiencethanIndia.Howtomakeeverythinginorderitneedlong-termprocesstohelpcontrolit.

Astheresultofculture’sinfluence,thereisaresearchbasicontheperceptionsofthemostandleastimportantgoalsbetweenbusinessleadersfromdifferentcountries（Hofstede,2007）.ThefamilyinterestsandthecontinuityarethemostimportantforIndianbusinessleaderwhiletheseareamongtheleastimportantfortheUSAbusinessleaders.Thedifferencemakethemanagersfacethebigchallengetoconsiderthesituationindifferentcultureandtakesuitablesolutions.

Indiapeoplenormallyloyaltotheircompanyandpayattentiononthepersonalrelationshipinsteadoftheperformances（Kanungo&Mendonca,1994）.Alsotheseniorswilltakecareofthejuniors.Itisdifferentasthewesterncountries,theprioritywillbasiconthecareers,opportunitiesandperforma