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Differnt theories in human resource management
Cultural differences in business
Theory on human resources management practices
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Introduction
Human Resource Management is different in different countries. In some countries it is according to what the employees want and in some places it is based on what the government or the company wants. Different cultures have different ideologies. This report will compare the Human resource management in two very similar but different countries of Asia (China and Japan)
The report shows how the companies in these countries work, the difference in the working of the employees for the company and individually. Cultural differences lead to a lot of changes that the company makes while recruiting and selecting employees and also the promotion of individuals.
Not only does this show the behavior of the company towards employees or
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2- They might not have the skills required
3- Experience required is less in comparison to the other people working in a foreign company.
4- Since English is not the first language in China most of the people will not have the English skills for managerial appointment.
5- The names on the recommendation letter can be easily forged.
HRM in China HRM in Japan
Nothing is ever black and white (everything is negotiable) Lifelong Employment
Politics impact on all HRM activities Employees do not quit job after training and development
Change has taken place from command to a market economy Saying in Japanese “the nail that sticks out gets hammered down”
The employees and their interests come after the interests of the political heads. The interests of women, minorities and individuals come second after maintenance of group harmony
Foreign companies set up with less Chinese employees Foreign companies set up with less foreign employees
Conclusion
. Learning new skills overseas is a high motivator for the employees in China. Employees working in state owned enterprise are attracted to foreign firms as the pay is better along with the working conditions and a chance to live and work overseas. The political pressure is less. Mostly the representatives of the communist party were managing the party until recently when the HR managers are required to join the party by
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Q: Which of the following two concepts is more critical for international Human Resource Management: understanding the cultural environment or understanding the political and legal environment? Why? Include key terms and concepts from the textbook.
The article also give snap shot of the foreign companies who misjudge the Chinese culture, competition, size the market, and some other factors, have been badly affected by investing in china.
Despite the fact that it provides enormous outlook for an expanding business, the chances of success without sufficient knowledge and skills is viewed as thin. China contain a hypothetical market of 1.5 billion people and a culture which has grasped the ethics of western business, so that doesn't make China any less engaging.
At first Chinese workers were perceived favorably because of their good work ethics, and employers were pleased to hire foreign workers who were willing
Learning phase, firms started to build alliances with international respected companies, such as, possible competitors or acquisitions, absorbing the information about new technology and services, and know-how to improve their own brand. However, achieving this phase was no easy, China had its doors closed for foreign businesses for decades. They needed to train their key managers about how international companies work and manufacturing skills.
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
International Business Review, 2000, Vol.9 (3), pp.345-361. [03 April 2014] 37. Zhu, Y. & Warner, M. (2004). “Changing patterns of human resource management in contemporary China: WTO accession and enterprise responses”. Industrial Relations Journal, 2004, Vol.35 (4), pp.311-328.
An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...
The importance of Human Resource management is associated with the beginning of mankind. As the knowledge of survival had begun including safety, health, hunting and gathering, tribal leaders passed on the knowledge to their youth. However more advanced HRM functions were developed as early as 1000 B.C and 2000 B.C. Since the modern management theory took over, the working environment was transformed into a more friendly and safe work place. The workers were termed as most valuable resources. While some companies took the human side of employment seriously, there were others who did not find it mandatory. Hence they faced huge labor unions and factory shut downs (Henning, 2001).
Torrington, D., Hall, L. and Taylor, S. (2008). Human Resource Management, 7th ed. Prentice Hall.
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
In dynamic, global competitive markets, successful organizations are likely to be staffed with managers capable of adapting to constantly evolving roles, and with the capacity to achieve and sustain optimal levels of performance. The global market place has currently impacted the practice of human resources management in the United States and will continue in the next ten years.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.