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