China's economic reforms and robust growth have fuelled the increased pace of International business. China's accession to the World Trade Organization has opened previously imposed on enterprises with foreign investment, permitting greater access to China's domestic market. With the developing of the Chinese economy, international transactions offering immediate market access are becoming an increasingly attractive alternative to green field investments, which are new potential targets, offering foreign investors greater market entry options. International business is not only an economic activity, but also a cultural activity. When foreign companies are doing business in China, many Chinese companies planning to enter the international market, which faced with the enormous cultural differences .Depth understanding of Western culture makes the Chinese state-owned enterprises to adapt to international business activities between the main economic environment, and better adapted to the cultural environment and with each other to achieve competitive advantage in the international business activities, enterprises across China Cultural activities in the international economy must pay attention and study. Motivation has attracted considerable attention in organizational behavior and, indeed, management education more generally. Detailed ethnographic studies of cross-culture management in foreign-invested firms might be best suited to elucidate the more subtle changes involved. This article provides a broad overview of the motivation and management in foreign invested enterprises compare to prospective employees in Chinese state owned enterprises. 2. the background of Chinese state owned enterprises
Western managers can enter China with an armory of motivational techniques which have proved useful back home. To some extent the legislative framework provided barriers to innovative practices, for instance, FIEs faced restrictions on recruitment and it was difficult to fire unsatisfactory workers. Local managers’ reluctance to make decisions or to accept responsibility for their actions. They were also unwilling either to share information with subordinates and other departments, or inform their foreign partners of problem. More generally, researchers observe difficulties in “the recruitment, development, and retention of a competent workforce”. Under state socialism, managers learned to cope with systems characterized by paternalism, resource dependency, verticality and restrictions on free competition. Sagie(et al) 1996 sought to ascertain the applicability of one particular content theory of motivation: David McClelland’s learned needs model across five countries. McClelland (1985) put forward the view, based on research undertaken since the early 1960s, there are four main motives, activated by arousal-but also learned-which influence human behavior. There are: 1. achievement, individuals with a strong need for achievement exhibit a preference for challenging tasks, seek out personal responsibility, tend to be innovative and have a need for very clear and quick feedback on their work. 2. Power, a need for power could be expressed positively, with a focus on persuasion and influence, or negatively, which would imply a desire to control and even subjugate others.3.affilliation, this need is centred on a desire to develop and sustain social relationships. People with a strong need for affiliation will seek out collaborative rather than competitive situations.4.Avoidance, avoidance of failure is the main need in this category and individuals who score highly here will not look for gratification in the other three areas as this more negative need is dominant. National culture has often been proposed to account for the values, beliefs and behavior or workers in different countries .In the Chinese context, characteristics singled out include respect for hierarchy and the importance of relationships (guanxi)....
References: 1. Introducing Western-style HRM practices to China: Shopfloor perceptions in a British multinational Jos Gamble (2006)
2. Integration of foreign invested enterprises and Chinese Culture http://www.tde.net.cn/zxfb/2010/1020/17951.html
3. Mergers and Acquisitions in China (2005) Edwarde Webre http://www.deacons.com.hk/eng/knowledge/knowledge_212.htm
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