International Human Resource Management

2 February 2017

Discuss and analysis the impact of Chinese culture and traditions upon adopted human resource management and strategic human resource management in multinational companies. ?Analysis the external factors that shape human resource activities will be social, economic, political and legal. 1.

2 Introduce the international human resource management The 80% of the world’s industrial output are produced by the 1000 largest companies in the world. That point out that the world is becoming more international. In all of the international companies international human resource management is a key to get success.The international human resource management (IHRM) is the way in which international organizations manage their human resource across different national contexts. These international organizations’ human resource manger must address on the culture and external factors. For example the HR manger must find out the way can make HRM is conducted in other countries—the laws, culture, labour market and so on. China is developing very rapid, owing to the rapid growth of internationalization of Chinese, more and more multinational enterprises (MNEs) have put interest in IHRM.

International Human Resource Management Essay Example

Chapter 2 the impact of national culture As we all know, different countries have different cultures. ‘Culture is the collective programming of the mind which distinguishes the members of one category of people from another. ‘ (Hofstede, 1991) In all of the international organizations or multinational enterprises (MNEs) and many small medium-size enterprises (SMEs) are inevitable that the cultural difference has impact on business. For example, when a company having meeting, the word ‘table’ in American English it means to put something on the agenda.But in British English it means to put something off the agenda. This example indicated how the culture affects the business. Chinese culture has much different from the west countries.

For example the language, architecture, relationship to environment and so on. 2. 1 What is culture? [1] Hodgetts and Luthans (1994) argue that culture is: acquired knowledge that people use to interpret experience and to generate social behavior. This knowledge form values, creates attitudes and influences behaviour. They further suggest that culture can be characterized using the following terms. ?Learned.Culture is acquired by us all as we grow and as we experience, it is acquired through the process of socialization.

?Shared. Culture is a group phenomenon and the group varies. For example, it may be members of a nation, an organization or a sex. ?Transgenerational. It is passed down from one generation to the next. ?Patterned and structured. ?Adaptive.

It changes over time and in response to many stimulate. 1 Mike Leat, Human Resource Management Issues of the European Union, 1998, P4 From Hodgetts and Luthans said we know that culture can be characterized using the following figure:Figure 1 Module of Organizational culture 2. 2 National culture The most influential pieces of research in relation to national culture are the work of Hofstede. There are four cultural dimensions that were defined in Hifstede’s research: ? Power distance ?Uncertainty avoidance ?Individualism v collectivism ?Masculinity v femininity The writer will use Higsted’s research to analysis Chinese culture and enable a clearer view in how the cultures affect the IHRM in China. Power distance– I think the power distance is the most important influence in cultural.The power distance is the distance between a manager and employee. In another word the power distance is how much employee can consent or dissent with bosses or managers.

A high power distance indicates that the employee is likely to expect and accept inequality in this power distribution. Like in China the power distance is a high power distance culture. In China the managers or boss always have more privileges to make the decision and superiors. The managers’ decisions always close supervision positively evaluated by employee.

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