How to be Awesome
An Examination of HR Strategic Recruitment and Selection Approaches in China by Guozhen Zhou
2006
A Dissertation presented in part consideration for the degree of MA Management.
Abstract
In the past two decades, the manner in which organisations in the People’s Republic of China (PRC) managed their human resources has changed dramatically (Braun and
Warner, 2002). As the economy grows and moves into higher value-added work, strategic recruitment and selection are vital to an organisation’s success. This dissertation seeks to examine the recruitment and selection strategy approaches in
China. This research is based on 15 well-known firms, of which 11 are multinationals and 4 are distinguished medium to large sized domestic firms. The Western recruitment and selection practices are changing the traditional selection model in
China. This dissertation portrays that the role of the HR of the participating companies is supportive and administrative but not strategic. A combination of recruitment channels are used when attracting talent. Although organisations in China use a combination of recruitment methods, they are far more reliant on external online recruitment agencies. The recruitment and selection process is more bureaucratic and less dependent on personal relationships. More organisations tend to adopt sophisticated selection methods. Management style and organisation culture play an important role in the recruitment and selection practice in China. It is recommended that organisations should take the initiative to set up a progressive programme of recruitment and selection change. Also, executives and regional managers need to build strong organisational culture with values that encourage employees to apply their individual potential to the conduct of their work.
i
Contents
Abstract
List of Tables/Charts
Acknowledgements
i ii iii
CHAPTER 1 Introduction
1.1 Purpose of the Dissertation
1.2 Structure of the
2006
A Dissertation presented in part consideration for the degree of MA Management.
Abstract
In the past two decades, the manner in which organisations in the People’s Republic of China (PRC) managed their human resources has changed dramatically (Braun and
Warner, 2002). As the economy grows and moves into higher value-added work, strategic recruitment and selection are vital to an organisation’s success. This dissertation seeks to examine the recruitment and selection strategy approaches in
China. This research is based on 15 well-known firms, of which 11 are multinationals and 4 are distinguished medium to large sized domestic firms. The Western recruitment and selection practices are changing the traditional selection model in
China. This dissertation portrays that the role of the HR of the participating companies is supportive and administrative but not strategic. A combination of recruitment channels are used when attracting talent. Although organisations in China use a combination of recruitment methods, they are far more reliant on external online recruitment agencies. The recruitment and selection process is more bureaucratic and less dependent on personal relationships. More organisations tend to adopt sophisticated selection methods. Management style and organisation culture play an important role in the recruitment and selection practice in China. It is recommended that organisations should take the initiative to set up a progressive programme of recruitment and selection change. Also, executives and regional managers need to build strong organisational culture with values that encourage employees to apply their individual potential to the conduct of their work.
i
Contents
Abstract
List of Tables/Charts
Acknowledgements
i ii iii
CHAPTER 1 Introduction
1.1 Purpose of the Dissertation
1.2 Structure of the
References: List of Tables/Charts Chat 1.3 Why Employees Leave, 2005 organisations offered jobs to university graduates without seeing them in person (Huo and Glinow, 1995)