Research for Human Resource Management Activities in Sino-Australia Joint Venture Enterprise Under a Cross-Cultural Context

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With increasing globalization, most multinational corporations can not avoid cross-culture management issues. Especially, cross-cultural human resource management (HRM) has becoming one of the critical operating strategies. And in this paper, we will mainly analyze the current situation of human resource management activities that include selection and recruitment, training and development, and performance management in the Chinese and Australian cultural background. We aimed to find out the differences of human resource management activities between Chinese and Australian human resource department, and look forward to helping a Sino-Australia joint venture (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 culture, the interaction between different cultures is considered as cross-culture. And under the cross 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 Hofstede’s theory, we have got five cultural dimensions which as power 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 | |power distance |high |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 Organizations: 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 supposed to value individualism, the HRM of Australian companies used to selecting and recruiting much people depend on market 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 emphasizes socialist collectivism as the value of the times. And in the case of 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 great importance to ‘Guanxi’ (relationship) 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...
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