Comparative HR Management

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Comparative HRM: China and Australia
Introduction
Over the last few decades, as a rising number of globalisation of business transactions and organisations are seeking to develop and operate in foreign markets, the need for comparative human resource management studies are increased (Brewster & Mayrhofer (eds.) 2012), there are a lot of differences in HRM in different countries and regions, such as institutional culture, organisational structures, recruitment and development and relation of employee (Crystal & Iles 2013). The comparative human resource management provides a better understanding of different national settings on the management task (Hollinshead 2010). Two countries from different institutional and legal systems which are China and Australia will be comparatively analysed in this essay. Firstly, the overview of both countries and culture dimensions will be analysed. Secondly, three HR features will be outlined respectively include culture, organisational structures, and the content of Human Resource Management. in addition, a critical evaluation will be given for how and why these features in these two countries developed in the way that they have. Moreover, a comparative analysis of how HRM has developed in each country will be given, as well as that approach to HRM.
Background and Different Culture between China and Australia
The study of the influences of culture is a key role in HRM (Brewster & Mayrhofer (eds.) 2012). Moreover, due to the increasing globalisation and social mobility, it is necessary to understand the cross-cultural management theories and practices and IHRM (Crystal & Iles 2013).
Australia became federated in 1901 as a young nation, which is a member of the British Commonwealth with a population around twenty million people primarily located in a few major urbanised cities. Majority people in Australia speak English. Asians comprise just seven percent of its whole population (World Factbook, 2005). Thanks to its natural

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