Cisco Case Study
th
March 17
2015
Group 3
Alexa Chang
Jing Zhao (Ruby)
Bihter Gokpinar
Jazna Rossi
Chanuka Inder
“Cisco Switches in China: The Year of the Manager”
1. Do you see a match between the HR practices of CRDC (recruitment, salaries, evaluation, promotions) and the local HR practices in China? Why?
We see no match between the 2 HR practices. China aims for a focus on the building of a culture through human-resource practices while describing such steps as “securing an appropriate building, assembling a workforce, seeking appropriate projects, developing managers, building teams, evaluating performance, protecting intellectual property, and managing growth.”
Salaries/Promotion:
-CRDC: wants employees responsible for different functions paid differently. However, China
HR wants the same salary for everyone.
-CRDC: gives employees raise, but for China, employees only receive raise during Chinese New
Year.
Evaluation:
-CRDC evaluates the performance of employees between each other and give bonuses accordingly. 2. What is the basic IHRM orientation of the CRDC? Why?
The IHRM orientation of the CRDC is global because managers are selected and trained to manage cultural diversity inside and outside the company. Employees inside the organization have culturally diverse backgrounds and there is no hierarchical structure in the organization.
Furthermore, employees and managers undergo continuous training to adapt to changing cultures and languages.
3. If you were in Raznjevic’s position, would you promote Jasmine Zhou? Why or why not?
If we were in Raznjevic’s position, we would not Promote Zhou because there is controversy between testers and developers. As both developers and testers generally have similar educational backgrounds, there is usually inherent tension between them, which is described in the Cisco case. Zhou has experience as both a tester and developer and would be highly aware of the hostility between the two positions. Ultimately, there would be negative
March 17
2015
Group 3
Alexa Chang
Jing Zhao (Ruby)
Bihter Gokpinar
Jazna Rossi
Chanuka Inder
“Cisco Switches in China: The Year of the Manager”
1. Do you see a match between the HR practices of CRDC (recruitment, salaries, evaluation, promotions) and the local HR practices in China? Why?
We see no match between the 2 HR practices. China aims for a focus on the building of a culture through human-resource practices while describing such steps as “securing an appropriate building, assembling a workforce, seeking appropriate projects, developing managers, building teams, evaluating performance, protecting intellectual property, and managing growth.”
Salaries/Promotion:
-CRDC: wants employees responsible for different functions paid differently. However, China
HR wants the same salary for everyone.
-CRDC: gives employees raise, but for China, employees only receive raise during Chinese New
Year.
Evaluation:
-CRDC evaluates the performance of employees between each other and give bonuses accordingly. 2. What is the basic IHRM orientation of the CRDC? Why?
The IHRM orientation of the CRDC is global because managers are selected and trained to manage cultural diversity inside and outside the company. Employees inside the organization have culturally diverse backgrounds and there is no hierarchical structure in the organization.
Furthermore, employees and managers undergo continuous training to adapt to changing cultures and languages.
3. If you were in Raznjevic’s position, would you promote Jasmine Zhou? Why or why not?
If we were in Raznjevic’s position, we would not Promote Zhou because there is controversy between testers and developers. As both developers and testers generally have similar educational backgrounds, there is usually inherent tension between them, which is described in the Cisco case. Zhou has experience as both a tester and developer and would be highly aware of the hostility between the two positions. Ultimately, there would be negative