International Human Resource Management

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CONTENT
Chapter 1 Introduction………………………………………………..3 1.1 Aims and Objectives…………………………………………………………….3 1.2 Introduce the international human resource management………………….3 Chapter 2 the impact of national culture……………………………4 2.1 What is culture? .................................................................................................4 2.2 National culture…………………………………………………………………..5 2.3 Strategic human resource management in multinational companies………7 2.3.1the strategic planning process of multinational corporations………………7

Chapter 3 External Context ……………………………………………9 Chapter 4 Conclusion………………………………………………..16 Chapter 5 Reference………………………………………………….16

Chapter 1 Introduction
1.1 Aims and Objectives
In this report the writer will discuss and analysis the international human resource management in China. The writer will discuss how the various human resource management activities have been shaped by the internal and external.

The whole report will focus on the following two parts to discuss and analysis: 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.

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...
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