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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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Centralised decision in HRM in China due to respect of age and hierarchy
5,000 years of history of China provides the Chinese with the legacy of Confucian philosophy. People show enough respect to the superiors and authority. When comes to the human resource management, centralised decision becomes the feature of recruitment of China.
Traditions of “face” and harmony in HRM in China
According to Bond (1991), “face” and harmony have become the “established national policy” of the Chinese government. Face loss has been a taboo for the Chinese workers. In the workplace, if the employer makes the subordinate lose face or the subordinate does not show respect for the power of the employer in the process of recruitment in public, the personal relationship between them can be ruined to result in negative attitude to each other. Keeping harmonious relationship and catering for the taste of the superiors are important in the process of recruitment.
Employees preferring to be represented by managers
It is the fact that the Chinese people were taught about the collectivist culture and not being selfish in the group. During the process of recruitment, the employees respect the final decision made by the managers without providing advice any more.
Personal relationship of greater importance
Personal relationship plays a very important role in the recruitment. For example, if the interviewee is the son or daughter of a leader in the government, the organization will directly assign the person to certain position in the organization even he or she is qualified for the job. If the organization does not give “face” to the leader, the organization will face some difficulties during its operation when they need permissions from the government.
In the international human resource management, recruitment process in IHRM of China is closer to that of western mode. At first, personal relationship does not work in the multinational corporations in China because interviewers include both Chinese managers and international managers, and they only recruit qualified employees. Besides, plain dealing is more popular between the employees and the managers. Furthermore, equity and equality are fully performed during the recruitment process of the multinational corporations.
4.2 Selection in HRM and IHRM of China 中国人力资源管理和国际人力资源管理的选择
Selection is closely associated to the process of recruitment because the information of the interviewees is collected during that process and could benefit the selection process for the employers to find qualified employees. Selection is considered to be the process that allows the organization to hire competent employees who can meet the job requirements (Newell, 2005). In the HRM and IHRM process of China, the selection process is still developing. The stages in the selection process of HRM in China include interview, test and behavioral event.
Interview
Huffcult and Arthur (1994) have the statement that the interview is one of the most effective selection tools for different corporations. For the interviewees, punctuality and preparation of paper resume are very important in China because the interviewers would like to enquire the information on the resume. Structured interview has been widely adopted in the interview because it is proved to have higher reliability. Questions are structured according to the requirements of the job. However, the interviewers who have not been well trained with interviewing techniques could adopt unstructured interview, and they ask questions randomly and make the final decisions without neutral judgment.
Test
Test is a typical way of selection. Most Chinese corporations would like to prepare a series of tests for the interviewees. Score is an important criterion for the qualification of the interviewees. The tests include job knowledge tests, problem solving tests, mental ability tests, English proficiency tests and personality tests, and the HRM practices are borrowed from western HRM strategies. In the multinational corporations, the tests are more popular in international human resource management because not all interviewers have the ability of communicating with the interviewees in English. The tests can be translated by translators for the interviewers to consult the qualification of the interviewees.
Behavioral event
In Chinese human resource management mode, internship is very important for researching the behavioral event of the interviewees. The interviewees who pass the interview and the test will become the employee candidates. The behavioral event in the human resource management of China could help the organizations to find competent employees with excellent working relationship among staff. The candidates who perform well in the event will become the employees for the company.
The selection of Chinese HRM and IHRM is feathered in the process that the interviewee’s resumes are read firstly, and then the persons with appropriate work experience and description of relevant information will receive the interview (Braun and Warner, 2002). During the selection process, education background, gender and work experience are still considered as the first three factors that influence the selection of the employees. In small and medium size corporations, the interviewees will be interviewed by only one interviewer—the manager, and subjective judgment plays the leading role in the selection of final employees. In terms of IHRM, the selection process of multinational firms in China is still greatly influenced by socio-culture of China.
4.3 Reward System in HRM and IHRM of China中国人力资源管理和国际人力资源管理的奖励系统
The reward system of China is distinctive because China had the development path of following the Soviet Union employment system. The employees in China were assigned to work in different enterprises, and they enjoyed the welfare or preference of cradle-to-grave job, wage and position. According to Ding and Warner (2001), cradle-to-grave job had the features of unified job assignment, lifetime employment guarantee and lifetime welfare; the cradle-to-grave wage was characterized in nationally administered reward systems, low wage standard guarantee, state administered wage structure and inflexible wage plan; the cradle-to-grave position had the characteristics of national position appointment, politics-oriented cadres position and unclear punishment policy for poor business performance.
The change of politics of Chinese government greatly led to the innovation and reform of the reward system of China. The three cradle-to-grave objectives are replaced by modern reward and punishment systems through using the advanced HRM. At the same time, with the globalization of Chinese economy, IHRM is also introduced to the many transnational firms in China, and the reward system is upgraded to attract and retain the talented employees.
The reward system is built with the combination of punishment system in China. The systems have distinctive features from the systems in western world. In the reward system, base wage is firstly provided for meeting the needs of broad range of employees. Then, long term incentives are provided to the employees, and the rewards include housing, paid leaves, extra rations, stock option, etc. Furthermore, performance-related pay is offered to the employees. All the employees can get the rewards if the business performance is high, and the rewards is high to encourage the employees to be self-motivated and self-improving in the competence for the organization. Huawei is taken as an example in the paper to explain the reward system because the corporation has developed into a multinational corporation.
Huawei, as a transnational company, has more than 30,500 employees all over the world. The reward area of IHRM in Huawei is proved to be successful. In the base pay of Huawei, the employees can get higher basic salary so that the employees can work effectively for Huawei without worrying about the living. The basic salary is also increasing with the service years of the employees, and the reward system gradually increases the loyalty of the employees. In the long term incentives, the employees can enjoy dynamic stock options according to their performances including knowledge degree, assignment completion degree, contribution, risk management, working attitude and responsibility. The part in the reward system greatly promotes the development of skills of employees and labor enthusiasm. In the performance-related pay, Huawei pays high rewards to the employees with high business performance and working performance.
In the punishment system, the relevant objectives in the reward system can be denied if the employees have poor performance and negative attitude towards the job. Record will be made according to the behavior and attitudes of the employees. If the poor performance at work continues, the employee can get a warning or a notice of being fired.
5.0 Conclusion总结
The implemented strategies of HRM and IHRM are greatly associated to the politics, economy and socio-culture of China. HRM and IHRM in China are distinctive from most countries in the world due to the politics influence, culture difference and economic situation of China. The strategies are proved to have the characteristics of socialism. The three main areas of HRM including the recruitment process, selection process and reward process are not only somewhat cultural sensitive but also make use of the advanced IHRM which is consistent to the local situation in the socialist country. Culture-related requirement process could be a competitive disadvantage for the multinational corporations, and the situation should be revised by employing coherent international human resource management. The selection process shows more equity and equality for the employees including the Chinese employees and the international employees. The reward system of HRM is proved to be effective in many multinational enterprises, and it should be further developed. HRM and IHRM in China are still under development, they will be more strategic and sophisticated, and improvements could be made according to the changing situation of China. The development of China is fast, and cogitative human resource management practices are more suitable for the Chinese enterprises. All in all, HRM and IHRM still have a long way to go in China by learning successful cases of the implementation of HRM and IHRM in other countries. #p#分页标题#e#
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