Research for Human Resource Management Activities Essay

With increasing globalization, most multi study corporations shadower not avoid cross- destination focus issues. Especially, cross- heathenish forgiving resource management (HRM) has becoming one of the searing operating strategies. And in this paper, we will mainly analyze the current situation of pitying resource management activities that include selection and go inment, reproduction and development, and performance management in the Chinese and Australian cultural background.We aimed to find out the differences of merciful resource management activities between Chinese and Australian human resource segment, and smack forward to helping a Sino-Australia joint endanger (JV) enterprise which is poor at cross-cultural human resource management. Culture forms values, creates attitudes, and influences behavior (Luthans & Jonathan, 2009).Due to national traits and region of refining, the interaction between different cultures is considered as cross-culture. And under the cro ss cultural background, international human resource management should carry out the activities of human resource management based on characteristics and differences of culture (Ramamoorthy et al. , 2005), which could increase the efficiency of human resource distribution and utilization.According to the Hofstedes theory, we have got five cultural dimensions which as occasion distance, individualism versus collectivism, uncertainty avoidance, masculinity versus feminism, and long term orientation versus short term orientation (Hofstede, 1984). China and Australia have obvious differences in the cultural dimensions, which are showed as follows. Comparison of China and Australia on cultural dimensions cultural dimensions China Australia actor distance mettlesome gear low individualism low(collectivism) high uncertainty avoidance low high masculinity balanced above the average(masculinity) long-term high low(short-term) Source From Hofstede and Hofstede, Cultures and Organiza tions Software of the Mind.And then we will analyze the activities of human resource management as selection and recruitment, training and development and performance management under their respective cultural backgrounds. Firstly, in selection and recruitment human resource activities, there is a large difference between HRM of Chinese enterprises and Australian enterprises. In Australia, the labor pool is relatively mature and developed (Dobbie & MacMillan, 2012). Because of Australia is sibylline to value individualism, the HRM of Australian companies used to selecting and recruiting much people depend on trade mechanism. Labors change their job and joined choice making with the need of market and the HRM think the person is wanted by them can be got through the mobility of trained personnel and market competition.They do not think this kind of person is disloyal to a company in their mind. But China evinces socialist collectivism as the value of the times. And in the case o f collectivism, the HRM of Chinese enterprises tends to select and recruit the talents in the range of their favorable groups, they think the groups of graduates from famous colleges that should have the inherent abilities. So the degrees from domestic-famous such as Tsinghua and Peking University would be preferred by HRM. Furthermore, the HRM of Chinese enterprises attach spacious importance to Guanxi ( transactionhip) in the selection and recruitment of employee (Wang & Cindy, 2008).And by the impacts of Guanxi, the HRM of Chinese enterprises trend to create a job in order to gruntle a person, without considering persons ability. So these situations have been a contrast with fair competition rules of Australian HRM. On the other hand, Australia is a short-term lie country, the relationship between HR managers and staff is simple which is similar to a buyer-seller relation in short term. The manager of human resource department generally prefers candidates who have strong capa city to work and innovative consciousness. On the contrast, the long-term oriented Chinese HRM focuses on employee royalty, and try to reduce the rate of staff turnover. They contain employees to work steadily in long term, instead of frequent turnover behaviors in the workplace.Furthermore, because of the high power distance, in the standard of personnel selection in Chinese HRM, they mainly focus on personal background and seniority (Zhang, 2003). There is an obvious top-down hierarchy the higher position is decided a good deal by strong background and seniority. However, in the Australian HRM, the first is that personal ability to work and communicate. The job is offered to the person who is capable, and the manager of human resource department offered the qualified person an opportunity to move ahead quickly. Secondly, in the parts of training and development, there are also some differences between Australian and Chinese HRM because of the impact of different cultural dimensi ons.Under the influence of collectivism culture, what contents the Chinese enterprises use to train their employees generally have to meet the organizations development goals . Most employees accept their superiors arrangement of the job training ,which mainly provides them with the skills training aiming at the skills that their job needs (Xiao et. al, 2011). This kind of job training is however beneficial to employment needed skills. Furthermore, being influenced by the high power distance, in the training process, the employees who are being trained are under high pressure from their superiors and have to accept the arrangement of training. Because most of the trainings are passively accepted, obviously it doesnt work to take the ways of high participation training in China.Under the influence of individualism culture, the HRM of Australian enterprise lays stress on the career training and continuous education. The training was provided by HRM for their employees usually can hel p the employees to achieve their personal goals, but may be far away from the whole organization development vision, but beneficial to the employees personal succeeding(a) careers. And in such a low power distance country like Australia, the employees who are being trained appear more active in the training process. They are more willing to show themselves, and actively express their ideas meanwhile, they are good at communicating with the coach. Thirdly, in the part of performance management, there are also some differences between Australian and Chinese HRM.Being influenced by the high power distance, in Chinese enterprise, the performance management musical arrangement is usually built by the top manager, so the top manager decides the performance standards and evaluation criteria. There is a low involvement of employees. However, with the lower power distance, employee could participate in the performance system building, the employee and HR manger could come together to devel op a performance management system. Australian advocate individualism, and emphasize personal achievements and rights. But in a country emphasizing collectivism culture as China, the values of pursuing the harmonious atmosphere makes the interpersonal relations in the collective obviously more important than individual achievements.When it comes to the performance evaluation, Australian emphasize standardized and quantified performance evaluation system, hoping that they can objectively criterion individual contribution and value, while Chinese prefer the traditional way of evaluation which usually depends on experience because they dont want to drop off the harmonious unity of their collective (Rajendar Ma, 2005) . And on the other hand, in Australian enterprise, the compensation system depends on the staff function and ability with low power distance. In this system, it is not unusual that employee with special skills or talents could get more compensation and bonus than manage r in higher position.But in Chinese enterprise, the compensation system mainly focuses on job grade and employment level. There is a clear rank in the compensation system. In conclusion,its very easy to find that main differences in the activities of human resource management between Chinese and Australian enterprises from what has been mentioned above. So far, for a Sino-Australia joint venture enterprise, it is necessary to combine comprehensive considerations cultural background of China and Australia for carrying out the human resource management activities. Furthermore, the joint venture enterprise should place great emphasis on building of enterprise culture and foster cohesion and centripetal force enterprises.Usually successful enterprise has excellent enterprise culture which enables employees to establish common values and standard of behaviors (Deem, 2009), it built a great channel between the parent-country nationals and host-country nationals to communicate more smoothl y, that is helpful to minimize any culture clash. And in order to achieve optimal allocation of human resources under the context of international, Of course, there will be also many challenges and hardships along the way.